Pushing at an open door: Mystifying the CMS manifesto

Management Learning

Volumn 37, Issue 1, 2006, Pages 33-37

  Willmott, Hugh ^a  

^a UNIVERSITY OF CAMBRIDGE   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 33747871451     PISSN: 13505076     EISSN: 14617307     Source Type: Journal    
DOI: 10.1177/1350507606060978     Document Type: Article

References (12)

1. Adler, P. (2002) 'Critical in the Name of Whom and What?', Organization 9 (3). 387-395.
2. Alvesson, M. and Willmott, H. C. (1996) Making Sense of Management: A Critical Introduction. London: Sage.
3. Clegg, S. R., Kornberger, M., Carter, C. and Rhodes, C. (2006) 'For Management?', Management Learning 37 (1). 7-27.
4. Knights, D. and Willmott, H. C. (eds) (1999) The Re-engineering Revolution? Critical Studies of Corporate Change. London: Sage.
5. Laclau, E. and Mouffe, C. (1985) Hegemony and Socialist Strategy. London: Verso.
6. Parker, M. (2002) Against Management: Organization in the Age of Managerialism. Oxford: Polity Press.
7. Prichard, C., Hull, R., Chumer, M. and Willmott, H. C. (eds) (2000) Managing Knowledge. Basingstoke: Macmillan.
8. Sturdy, A., Grugulis, I. and Willmott, H. C. (2001) Customer Service: Empowerment and Entrapment. London: Palgrave.
9. Wilkinson, A. and Willmott, H. C. (eds) (1995) Making Quality Critical. London: Routledge.
10. Willmott, H. C. (1987) 'Studying Managerial Work: A Critique and a Proposal', Journal of Management Studies 24 (3). 249-270.
11. Willmott, H. C. (1997) 'Rethinking Management and Managerial Work: Capitalism, Control and Subjectivity', Human Relations 50 (11). 1329-1360.
12. Willmott, H. C. (2003) 'Renewing Strength: Corporate Culture Revisited', Management 6 (3). 73-87.