Extending critical performativity

Research output: Contribution to journalArticle

Abstract

In this article we extend the debate about critical performativity. We begin by outlining the basic tenets of critical performativity and how this has been applied in the study of management and organization. We then address recent critiques of critical performance. We note these arguments suffer from an undue focus on intra-academic debates; engage in author-itarian theoretical policing; feign relevance through symbolic radicalism; and repackage common sense. We take these critiques as an opportunity to offer an extended model of critical performativity that involves focusing on issues of public importance; engaging with non-academic groups using dialectical reasoning; scaling up insights through movement building; and propagating deliberation.

Details

Authors
Organisations
External organisations
  • Copenhagen Business School
  • Royal Holloway University of London
  • Cass Business School
Research areas and keywords

Subject classification (UKÄ) – MANDATORY

  • Business Administration

Keywords

  • CMS, Critical Management Studies, engagement, performativity, public sociology
Original languageEnglish
Pages (from-to)225-249
Number of pages25
JournalHuman Relations
Volume69
Issue number2
Publication statusPublished - 2016 Feb 1
Publication categoryResearch
Peer-reviewedYes