Suchergebnisse

Introduction -- Bullshit: a spotters guide -- Why is there so much bullshit? -- How to do things with bullshit -- Cutting the bullshit

What shapes the use of a new technology? Instead of assuming that a use is already built into a technology, I argue that technology use is shaped by political processes. A central component of this involves interested organizational actors mobilizing discourses to inscribe a function into a technology. I explore this dynamic in a case where interested groups attempt to inscribe the possible use of an Australian public broadcaster's website during a public inquiry. I identify a progressive narrowing of the possible uses of the website that occurred across four successive 'inscriptions'. This saw the website shifted from being a public resource to being a privatized outlet for advertising.The shift was not a neat process, but involved significant contestation and resistance at every step.The study shows that technical inscriptions are continually contested and resisted, inscription happens in a path-dependent fashion, and inscription is dependent on institutional platforms such as public inquiries.

"A Critical, Multi-disciplinary Handbook The corporation has become an increasingly dominant force in contemporary society. However, comprehensive, in-depth analysis of the concept of the corporation is often restricted, or limited to one disciplinary approach. This handbook brings together the cutting-edge scholarship, expertise and insight of leading scholars in a wide range of disciplines, notably management studies, law, history, political science, anthropology, sociology and criminology, using a critical approach to dissect and understand the corporation"--

Functional stupidity can be catastrophic. It can cause organisational collapse, financial meltdown and technical disaster. And there are countless, more everyday examples of organisations accepting the dubious, the absurd and the downright idiotic, from unsustainable management fads to the cult of leadership or an over-reliance on brand and image. And yet a dose of stupidity can be useful and produce good, short-term results: it can nurture harmony, encourage people to get on with the job and drive success. This is the stupidity paradox. The Stupidity Paradox the book is a wake-up call for smart organisations and smarter people. It encourages us to use our intelligence fully for the sake of personal satisfaction, organisational success and the flourishing of society as a whole.

Not exercising as much as you should? Counting your caloriesin your sleep? Feeling ashamed for not being happier? You may be avictim of the wellness syndrome. In this ground-breaking new book, Carl Cederström andAndré Spicer argue that the ever-present pressure to maximizeour wellness has started to work against us, making us feel worseand provoking us to withdraw into ourselves. The Wellness Syndromefollows health freaks who go to extremes to find the perfect diet, corporate athletes who start the day with a dance party, and theself-trackers who monitor everything, including their own toilet.

Organizations are under constant pressure to be ambidextrous. They must be able to exploit existing processes, routines and systems at the same time as they must engage in exploration through playfulness, relaxed control and experimentation. We know little about the human costs and challenges of ambidexterity. In this volume we explore the impact of ambidextrous organizations on individuals' working lives. The authors analyze how employees are required to follow routines at the same time as they are expected to break these routines. They also explore how the individual dilemmas of ambidexterity play out in the lives of precarious work, online communities, management consultants, workers in the automotive industry, and consumers of pop-management books in the US. The result is a rich and fascinating picture of individuals whose working lives are made up of a continued tension between the quest to be exploitative and explorative

Organizations are under constant pressure to be ambidextrous. They must be able to exploit existing processes, routines and systems at the same time as they must engage in exploration through playfulness, relaxed control and experimentation. We know little about the human costs and challenges of ambidexterity. In this volume we explore the impact of ambidextrous organizations on individuals' working lives. The authors analyze how employees are required to follow routines at the same time as they are expected to break these routines. They also explore how the individual dilemmas of ambidexterity play out in the lives of precarious work, online communities, management consultants, workers in the automotive industry, and consumers of pop-management books in the US. The result is a rich and fascinating picture of individuals whose working lives are made up of a continued tension between the quest to be exploitative and explorative.

Seeking to understand the faith we place in leadership, Metaphors We Lead By draws on a number of in-depth studies of managers trying to "do" leadership. It offers six metaphors for the leader which provide unexpected insights into how leadership does and does not work