Introduction: Connecting Learning and Critique

Management Learning

Volumn 31, Issue 1, 2000, Pages 7-10

  Fox, Steve ^a   Grey, Christopher ^b  

^a LANCASTER UNIVERSITY MANAGEMENT SCHOOL   (United Kingdom)

^b UNIVERSITY OF CAMBRIDGE   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84990374940     PISSN: 13505076     EISSN: None     Source Type: Journal    
DOI: 10.1177/1350507600311002     Document Type: Editorial

References (13)

1. Alvesson, M. and Willmott, H. (eds) (1992) Critical Management Studies. London: Sage.
2. Burgoyne, J. and Reynolds, M. (eds) (1998) Management Learning: Integrating Perspectives in Theory and Practice. London: Sage.
3. Fournier, V. and Grey, C. (2000) ‘At the Critical Moment: Conditions and Prospects for Critical Management Studies’, Human Relations (in press).
4. Fox, S. (1994a) ‘Debating Management Learning I’, Management Learning 25(1): 83-93.
5. Fox, S. (1994b) ‘Debating Management Learning II’, Management Learning 25 (4): 579-597.
6. French, R. and Grey, C. (eds) (1996) Rethinking Management Education. London: Sage.
7. Grey, C. and Mitev, N. (1995) ‘Management Education: A Polemic’, Management Learning 26(1): 73-90.
8. Keep, E. and Mayhew, K (1998a) ‘Vocational Education and Training and Economic Performance’, in T. Buxton, P. Chapman and P. Temple (eds) Britain’s Economic Performance. London: Routledge.
9. Keep, E. and Mayhew, K. (1998b) ‘UK Vocational Education and Training’, in S. Fox (ed.) The European Business Environment: UK. London: International Thomson Business Press.
10. Parker, M. (1999) ‘Capitalism, Subjectivity and Ethics: Debating Labour Process Analysis’, Organization Studies 20 (1): 25-45.
11. Tight, M. (1988) Academic Freedom and Responsibility. Buckingham: SRHE and Open University Press.
12. Tight, M. (1998) ‘Education, Education, Education! The Vision of Lifelong Learning in the Kennedy, Dearing and Fryer Reports’, Oxford Review of Education 24(4): 473-485.
13. Willmott, H. (1994) ‘Management Education: Provocations to a Debate’, Management Learning 25 (1): 105-136.