g., Ibarra-Colado, 2006; Dussel & Ibarra-Colado, 2006). PostSeptember 11, 2001, many certainties have been unsettled, even as others havebeen reinforced. A succession of major natural and social crises has brought into sharp focus issues that previously may have seemed more peripheral, issues such as business ethics, environmentalism, and neo-imperialism. These broader developments have direct relevance for the everyday conduct of management and the everyday experience of work; yet they rarely take center stage in mainstream scholarship and teaching. CMS appeals to faculty, students, practitioners, activists, and policy makers who are frustrated by these conservative limits.
CMS has consistently raised the concerns about the demoralized state of management research—concerns that are aired sporadically, and perhaps increasingly, by mainstream scholars. CMS has anticipated but also radicalizes the sentiments expressed recently by Ghoshal (2005): Academic research related to the conduct of business and management has had some very significant and negative influences on the practice of management… by propagating ideologically inspired amoral theories, business schools have actively freed their students from any sense of moral responsibility.
CMS has an ambitious objective of contributing to a progressive transformation of management theory and practice.
Conclusions
Bringing certain results to all aforesaid, it is possible to assert that the direction of researches, critical management, as a whole represents the logical analytical structure which has already proved the fruitfulness at studying of the various phenomena.
The scientific contribution and the practical importance done by representatives of the behavioural economic theory of researches consist that thanks to it available so-called «bottlenecks», the restrictions inherent in a traditional direction, a mainstream, are gradually eliminated. On the one hand, considerable improvement of predictive possibilities of the theory, and with another — expansion, its distribution on area of the phenomena which earlier were not involved in the analysis is available. Hence, the theory becomes only even more powerful in the ideological relation and substantial by quantity of explained phenomena.
In many respects it it was possible to reach at the expense of revision of traditional methodology of research, namely a role and value of initial preconditions in the economic analysis, concerning a human nature. In this case it looks even more symbolical if to consider that appeals to similar modernisation of the theory can be found out in works of various scientists long before the period of the occurred changes.
Further Readings and References
M. Alvesson and H.C. Willmott (1996) Making Sense of Management: A Critical Introduction, London: Sage
Casey, C Critical analysis of organization: Theory, Practice, Revitalization. London: Sage/
C.Grey and H.C. Willmott (2005), eds, Critical Management Studies: A Reader, Oxford University Press/
C. Grey (2004), `Reinventing Business Schools: The Contribution of Critical Management Education', Academy of Management Learning and Education, 3, 2: 178−186
Critical Management Studies — Special Section, Organization, 2002, 9, 3: 365−457
www.criticalmanagement.org
Anthony, P. (1986). The foundation of management. London: Tavistsock — P, 76
www.criticalmanagement.org
M. Alvesson and H.C. Willmott (1996) Making Sense of Management: A Critical Introduction, London: Sage
www.criticalmanagement.org
Anthony, P. (1986). The foundation of management. London: Tavistsock — P, 76
