Managing Identity by Alison Pullen (auth.)
By Alison Pullen (auth.)
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Additional info for Managing Identity
More speciﬁcally, when considering different variations within managerial activity, research investigating middle management work has been dominated by functionalist perspectives and has therefore ignored the gendered nature of management and organization (Dopson and Stewart 1990; Newell and Dopson 1996; Floyd and Wooldridge 1997). However, contemporary critical and (pro) feminist writing on management and organization has argued and frequently demonstrated that gender should be an integral part of management analysis (Collinson et al 1990; Mills and Tancred 1992; Calás and Smircich 1996; Collinson and Hearn 1996; Kerfoot and Knights 1998; Knights and Willmott 1999).
The stability of knowledge is questioned and offers a means for overcoming charges of essentialism and foundationalism of much research into managerial identities and in particular middle managers’ identities. The ontological and epistemological assumptions underlying management theorizing that presents management work as objective, neutral, observable activities have been criticized in a range of studies of management in which knowledge is recognized as being partial, situated, localized and self-referential (Foucault 1980).
The producing 42 Managing Identity (and consuming) subject is decentred, so it is the signs and symbolic constructs that position and shape subjectivity that are important. As Bauman argues: Postmodernity… brings “re-enchantment” after the protracted and earnest, though in the end inconclusive, modern struggle to disenchant it (or, more exactly, the resistance to dis-enchantment, hardly ever put to sleep, was all along the “postmodern turn” in the body of modernity). The mistrust of human spontaneity, of drives, impulses and inclinations resistant to prediction and rational justiﬁcation, has been all but replaced by the mistrust of unemotional, calculating reason.