Suchergebnisse

Introduction: Pleasure and place in Soho -- Soho : London's gilded gutter -- Putting work in its place : space, place and setting -- Shopping for sex : situating work in Soho's sex shops -- It's a dirty job : performing abject labour in Soho -- No place for a lady? Un/doing gender and sexuality in Soho -- Conclusion: Rhythm is our business.

Cover -- Half Title -- Series -- Title -- Copyright -- Dedication -- Contents -- Preface -- Introduction -- 1 Making Trouble: Organizational Performativity and Parody -- 2 The Organizational 'Matter' of Bodies at Work -- 3 Un/Doing Organization-Coherence at the Cost of Complexity -- 4 Accounting for/in Organization: Giving and Working an Account of One's Self -- 5 Organized Dispossession: The Organizational Politics of Precarity -- 6 Organizational (re)Assemblage: Towards a Plural Performativity -- Postscript -- References -- Index.

This article considers inclusion through the lens of embodied ethics. It does so by connecting feminist writing on recognition, ethics and embodiment to recent examples of political activism as instances of recognition-based organizing. In making these connections, the article draws on insights from Judith Butler's recent writing on the ethics and politics of assembly in order to rethink how inclusion might be understood and practised. The article has three interrelated aims: (i) to emphasize the importance of a critical reconsideration of the ethics and politics of inclusion given – on the one hand, its positioning as an organizational 'good', and on the other, the conditions attached to it; (ii) to develop a critique of inclusion, drawing on insights from recent feminist thinking on relational ethics; and (iii) to connect this theoretical critique of inclusion, reconsidered here through the lens of embodied ethics, to assembly as a form of feminist activism. Each of these aims underpins the theoretical and empirical discussion developed in the article, specifically its focus on the relationship between embodied ethics, the interplay between theory and practice, and a politics of assembly as the basis for a critical reconsideration of inclusion.

This article is based on ethnographic research carried out in sex shops – retail premises selling sex toys, clothing and accessories, as well as sexually explicit books and films – located in London's Soho. Drawing on the concept of 'dirty work', it explores not only the ways in which the various taints associated with dirty work – physical, social and moral – are lived and experienced, but also the allure of this particular type of work for those who perform it, and particularly of Soho as a work place. In doing so, the article extends the study of dirty work by drawing attention to two related themes that emerged from the research – first, the performance of what might be termed 'abject labour'; that is, work that invokes a simultaneous attraction and repulsion for those who undertake it, and second, the significance of location and place in understanding the lived experience of work and the meanings with which particular types of work are imbued. The discussion concludes by arguing that teasing out the inter-relationship between these two themes – of simultaneity (of repulsion and desire) and setting – enables us to better understand interconnections between the meanings attached to particular types of work, and the specific locations in which they take place.

An organisation wishes to evaluate one of its programs. It can ask a staff member or hire someone outside the organisation. Which should it choose? Surprisingly little guidance is available for this common scenario. A review of 30 texts dealing with organisational performance and evaluation shows that too often the issue is assumed one way or the other. Management texts aimed at business and organisational audiences tend to presume that evaluation is conducted by internal evaluators, usually managers. By contrast the specialist evaluation literature almost always proceeds from the opposite assumption: that evaluation is undertaken by external evaluators. This paper proposes a series of measures for comparing the strengths and weaknesses of internal and external evaluators. These include cost, knowledge, flexibility, objectivity, accountability, willingness to criticise, ethics and utilisation of results. A set of guidelines is offered to assist organisations in choosing between internal and external evaluation in each particular case.

Work, Postmodernism and Organization provides a wide-ranging and very accessible introduction to postmodern theory and its relevance for the cultural world of the work organization. The book provides a critical review of the debates that have shaped organization theory over the past decade, making clear the meaning and significance of postmodern ideas for contemporary organization theory and practice. Work, Postmodernism and Organization will provide valuable material to advanced undergraduate and postgraduate students of organization theory, organizational behaviour, industrial sociology, and

How are working lives shaped by the demands and expectations associated with a particular workplace? And how are work identities enacted to demonstrate a capacity to cope with place-based demands, expectations and associations? Drawing on insights from phenomenological perspectives on space, place and situated experience, particularly Merleau-Ponty's concept of 'grip', and interview data drawn from longitudinal research with men and women working in London's Soho, this article shows how working lives and identities are situated within, and enacted through, practices that involve developing and demonstrating a capacity for place handling. The analysis shows how this is negotiated by those working in iconic locales in which their working lives and identities are shaped by meanings that are both evolving and enduring, and that require them to get and maintain a demonstrable grip on the setting in which they work. In contributing to a growing interest in understanding working lives as situated phenomena, the article challenges the idea that work is increasingly place-less, particularly in the wake of the COVID-19 pandemic and the digitalization of work accelerated by it, emphasizing how where work takes place continues to matter to how it is enacted and experienced.

This paper develops a dialectical critique of organizational commitments to inclusion showing how, as rhetorical gestures, such commitments are undermined by practices of over-inclusion and exclusion. It argues that these practices are not distinct but interrelated aspects of the instrumental ways in which organizations respond to encounters with difference, limiting the latter's capacity to open up new ways of being, and of organizing. This theoretical critique is illustrated with reference to two examples of Primark's recent treatment of LGBTQ employees and communities. The first, the company's recent introduction of a range of Pride-themed clothes and accessories, illustrates how inclusion is pursued through an appropriating co-optation or 'over inclusion' of difference. The second, the company's treatment of a transgender employee and subsequent tribunal evidence, indicates how Primark's espoused commitment to inclusion is also undermined by an exclusionary negation. The discussion draws on insights from Judith Butler's writing on recognition and precarity to develop a recognition-based critique of how the simultaneous pursuit of twin strategies of over-inclusion and exclusion perpetuates a reification of difference, examining the consequences of this for those involved and for the critical evaluation of corporate commitments to inclusion more widely.

Drawing on critical social theory, this article argues that critical management studies (CMS) should extend its analytical gaze beyond the work organization and consider the ways in which management increasingly appears to colonize the subjectivity-constituting experiences and practices of everyday life. This argument is developed with reference to a discussion of various illustrations of the cultural ubiquity of management. The article concludes by reaffirming the need to develop a critical study of management as a social phenomenon, one that broadens the focus of CMS beyond the confines of the business school and its concern with organizational management in order to develop a sustained critique of this managerial colonization of the lifeworld.