Critical practices in Organizations

Sage Publications
Publication Type:
Journal Article
Journal of Management Inquiry, 2008, 17 (2), pp. 68 - 82
Issue Date:
Full metadata record
Files in This Item:
Filename Description Size
Thumbnail2007005248OK.pdf222.98 kB
Adobe PDF
This article deals with the phenomenon of criticism in organizations. Existing organizational literature, where it has addressed criticism, mostly tends to see it as an extraordinary phenomenon. By contrast, in this article, the authors argue that criticism may also originate from strongly embedded and more ordinary practices. Thus, there is a theoretical need for considering those critical practices that are structurally and/or formally institutionalized within the organization. They reflect the organizational status quo and promote a reproduction of existing structures of power/knowledge. Drawing on ideas from practice theory, institutional theory, and Foucault's analytics of power/knowledge regimes, the authors introduce a typology that distinguishes forms of criticism according to the degree to which they are coupled with particular organizational practices, their rationalities, and corresponding power relations. They then focus on those forms of criticism that are strongly linked to organizational practices and illustrate the ambiguous effects of such an 'organization of criticism'
Please use this identifier to cite or link to this item: