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Volltext // Exemplar mit der Signatur: München, Bayerische Staatsbibliothek -- J.publ.e. 553 y

This article examines recent developments in management knowledge in an attempt to rethink the everyday strategies, practices and processes that make change in organizations. Focusing on business process re-engineering (BPR), it offers a critical analysis of the production and consumption of management knowledge which seeks an engagement with the experiences of practitioners. Employing a Latourian account of the making of ideas and of the 'hybrids' of nature and culture, the article explores the limitations of both BPR and those critiques that would debunk it as so much faddish nonsense. The article concludes by suggesting five ways in which this Latourian account of the making of change alters our appreciation of the ways and means of guru theorizing in general and the modus operandi of BPR in particular.

The possible commencement of negotiations on Turkey's membership of the European Union has, towards the end of 2004, charged to the top of the European political agenda. This is an intensely contested issue, comprising many sub-themes and multiple tangents. I adopt the conception of a three level game1 to examine arguments, interests and influences circulating and interconnected to the core question of potential Turkish EU membership. This extends Robert Putnam's 'Two-Level Game',2 represented here as activity within individual EU member-states (domestic level) and between EU and other states (international level), to include activity among EU states, institutions and other European actors (European level). The paper discusses economic, cultural, and security-strategic considerations, all of which are politicised by advocates and opponents alike.