CORP5068 – Critical Management in Global Context – STUDY GUIDE.

CORP5068 - Critical Management in Global Context

CORP5068 – Critical Management in Global Context – STUDY GUIDE.

Business and Law

Critical Management in Global Context (CORP5068)

Module Information

Academic year:

Semester: One                                              

Credits: 15 credits

Lectures/Seminars:   Wednesday 10:00 – 13:00

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Module Aims and Objectives

In the 20th century we witnessed the emergence of large-scale organisations as a central feature of human society in many countries. The dominance of these institutions spread beyond the actual workplace influencing not only the ways that we organise work but also life in general. We are born, learn, work, play and even die in organisations. With this in mind, one aim of this course is to examine the implications of this ‘organisational society’ by critically reflecting on the ways that organisations influence how we relate to ourselves and other people within organisations and beyond.

Furthermore, the concept of ‘management’ is spreading in almost every aspect of our lives, e.g. self-management, time management, managing the home, and managing our emotions. Although management is often portrayed as a neutral and objective activity, this module urge us to look more closely at the political dimension of management in order to help us understand the complexities of managing and of organisational life.

The module also intends to bring students’ attention to the historical roots of management and organisations. To provide a portfolio of ideas that will allow students to gain a deep insight into the theoretical underpinnings of management and organisations. And finally to encourage students to think critically and independently about contemporary issues related to the management of organisations. 

The course is designed around lectures and seminar being held before the examination. The lectures will introduce students to a number of topics and within these to a range of research and debates. Through a range of innovative teaching techniques, the module will foster an interactive and intellectually stimulating environment where students will have the opportunity to critically reflect on conventional management theories, discuss and evaluate real case studies and develop their skills as independent researchers/learners. 

Module Content

Outline of Lectures

Week 1 – Introduction to Critical Management

Week 2 – Organisation of Space

Week 3 – Reputation management in global context

Week 4 – Leadership approaches with emphasis on Authentic and Servant leadership

Week 5 – Making gender and identity construction in organisations

Week 6 – Immaterial labour, Knowledge production and Creativity in organisations

Week 7 – Managing high performance teams and talent in organisations

Week 8 – Power, resistance and politics in organisations

Week 9 – Wellness and stress in organisations

Week 10 – Business ethics: Does a uniform approach apply?

Week 11 – Corporate Social Responsibility, Sustainability and Accountability

Week 15 – International management issues – Managing on a global scale

Outline of Seminars

Week 1 The Corporation (Documentary)                 

Week 2 Group Activity: Workspace Design

Week 3 Case Study: The rise and fall of Ratner (On Blackboard)

Week 4 Case Study: Memo to Al Dunlap: You’re fired (Chapter 10, p. 500)

Week 5 Case study: Change of culture at Westcode Semiconductors (Chapter 3,

                 pp. 115 – 116)

Week 6 Group Activity: Create a TV Advertisement

Week 7 Case Study: One for all or all for one? (Chapter 18, pp. 717-718)

Week 8 Case study: Fawley Ridge (Chapter 6, pp. 277-278)

Week 9 Case Study: Nede Obuto (Chapter 10, pp. 277-78 & 284)

Week 10 Case Study: Python Motor Company (Chapter 5, pp.193 – 194)

Week 11 Wal-Mart: The high cost of low price (Documentary)

Week 15 Mardi Gras: Made in China (Documentary)

Note: Case Studies for Weeks 4 and 8 adapted by Linstead et al. (2009).

           Case Study for Week 9 adapted by Rollinson (2005).

           Case Studies for Weeks 5, 7, and 10 adapted by Daft et al. (2010).



The failed presentation will have to be re-worked individually in the form of coursework.

For the failed exam, you will have to sit a re-sit exam.


Course Text

No one textbook adequately covers the course content nor provides the required depth of analysis. However, the core textbook (see below) we recommend provides a foundation in many of the areas discussed.

Linstead, S., Fulop, L. and Lilley, S. (2009) Management and Organisation: A critical text. New York: Palgrave Macmillan.

Two more textbooks we strongly recommend are:

Daft, R., Kendrick, M. and Vershinina, N. (2010) Management. UK: Cengage.

Rollinson, D. (2005) Organisational behaviour and analysis: An integrated approach. England: Pearson Education Limited.

Do not rely just on these textbooks: as they provide only a brief overview of some of the areas covered. For a more in-depth analysis of the issues covered we strongly recommend you to read more widely. A large part of the reason for this is to enable you to develop the ability to think critically about diverse literatures and evaluate different debates and arguments. You will not be able to do this from any textbook, however good. 

A key reading list and an extended optional reading list for each session is provided below. These are not exhaustive, but we have tried to include mainly those that are easily available in the library.

Session 1 – Introduction to Critical Management

Key readings

  • Adler, P., Forbes, L. and Willmott, H. (2007) Critical Management Studies. In Brief, A. Walsh, J. (Eds.) Academy of Management Annals. Available at:
  • Fournier, V. and Grey, C. (2000) At the critical moment: Conditions and prospects for critical management studies. Human Relations, 53(1): 7-32.

Further Optional reading Do not panic, the list below is purely optional and there is no expectation for you to read all these works. We strongly encourage you however to read any source that you find interesting!!!

  • Alvesson, M. and Willmott, H. (1992) Critical Management Studies. London: Sage.
  • Alvesson, M. and Willmott, H. (2003) Studying Management Critically. London: Sage.
  • Parker, M. (2002) Against Management: Organisation in the Age of Managerialism. Oxford: Polity. 
  • Grey, C. and Willmott, H. (2005) Critical Management Studies: A Reader. New York: Oxford University Press.

Session 2 – Organisation of Space

Key readings

  • Allen, T., Bell, A., Graham, R., Hardy, B. and Swaffer, F. (2004) Working Without Walls: An Insight Into The Transforming Government Workplace. Norwich: HMSO.
  • Lewis, P. (2008) Emotion work and emotion space: using a spatial perspective to explore the challenging of masculine emotion management practices. British Journal of Management, 19(1): 130-140.
  • Tyler, M. and Cohen, L. (2010) Spaces that matter: gender performativity and organizational space. Organization Studies, 31(2): 175-198.

Further Optional reading Do not panic, the long list below is purely optional and there is no expectation for you to read all these works. We strongly encourage you however to read any source that you find interesting!!!

  • Carmona, S., Ezzamel, M. and Gutierrez, F. (2002) The Relationship Between Accounting and Spatial Practices in the Factory. Accounting, Organisation and Society, 27(3): 239-274.
  • Dale, K. (2005) Building a social materiality: Spatial and Embodied Politics in Organizational Control. Organization, 12(5): 649-678.
  • Felstead, A., Jewson, N. and Walters, S. (2005) Changing places of Work. Basingstoke: Palgrave Macmillan.
  • Gagliardi, P. (1990) Symbols and Artefacts. New York: de Gruyter.
  • Halford, S. (2005) Hybrid workspace: re-spatialisations of work, organisation and management. New Technology, Work and Employment, 20(1): 19-33
  • Hassard, J., Holliday, R. and Willmott, H. (2000) Body and Organisation. London: Sage.
  • Lefebvre, H. (1991) The Production of Space. Oxford: Basil Blackwell.
  • Taylor, S. and Spicer, A. (2007) Time for space: a narrative review of research on organizational spaces. International Journal of Management Reviews, 9(4): 325-346.

Session 3 – Reputation Management in Global Context

Key readings

  • Cravens, K. and Goad-Oliver, E. (2006) Employees: The key link to corporate reputation management. Business Horizon, 49(4): 293-302.
  • Eccles, R., Newquist, S. and Schatz, R. (2007) Reputations and its risks. Harvard Business Review, 85(2): 104-114.
  • Gotsi, M. and Wilson, A. (2001) Corporate reputation management: “living the brand”. Management Decision, 39(2): 99-104.

Further Optional reading

  • Hutton, J., Goodman, M., Alexander, J. and Genest, C. (2001) Reputation management: the new face of corporate public relations?. Public Relations Review, 27(3): 247-261.
  • Tucker, L. and Melewar, T. (2005) Corporate reputation and Crisis Management: The threat and manageability of anti-corporatism. Corporate Reputation Review, 7(4): 377-387.

Session 4 – Leadership approaches with emphasis on Authentic and Servant leadership

Key readings

  • Avolio, B. J. and Gardner, W. L. (2005) Authentic leadership development: Getting to the root of positive forms of leadership. The leadership quarterly, 16(3): 315-338.
  • Graham, J. W. (1991) Servant-leadership in organizations: Inspirational and moral. The Leadership Quarterly, 2(2): 105-119.
  • Sparrowe, R. T. (2005) Authentic leadership and the narrative self. The Leadership Quarterly, 16(3): 419-439.

Further Optional reading Do not panic, the long list below is purely optional and there is no expectation for you to read all these works. We strongly encourage you however to read any source that you find interesting!!!

  • Alimo-Metcalfe, B. and Alban-Metcalfe, J. (2005) Leadership: time for a new direction?. Leadership, 1(1): 51-71.
  • Bass, B. M. (1991) From transactional to transformational leadership: Learning to share the vision. Organizational dynamics, 18(3): 19-31.
  • Beck, C. D. (2014). Antecedents of Servant Leadership A Mixed Methods Study. Journal of Leadership & Organizational Studies, (OnlineFirst).
  • Barnes, B., Humphreys, J. H., Oyler, J. D., Haden, S. S. P. and Novicevic, M. M. (2013) Transcending the power of hierarchy to facilitate shared leadership.Leadership & Organization Development Journal, 34(8): 741-762.
  • Hofstede, G. (1980) Motivation, leadership, and organization: do American theories apply abroad?. Organizational dynamics, 9(1): 42-63.
  • Hunter, E. M., Neubert, M. J., Perry, S. J., Witt, L. A., Penney, L. M. and Weinberger, E. (2013) Servant leaders inspire servant followers: Antecedents and outcomes for employees and the organization. The Leadership Quarterly, 24(2): 316-331.
  • Russell, R. F. and Stone, A. G. (2002) A review of servant leadership attributes: Developing a practical model. Leadership & Organization Development Journal, 23(3): 145-157.
  • Sendjaya, S. and Sarros, J. C. (2002) Servant leadership: Its origin, development, and application in organizations. Journal of Leadership & Organizational Studies, 9(2): 57-64.
  • Shamir, B. and Eilam, G. (2005) “What’s your story?” A life-stories approach to authentic leadership development. The Leadership Quarterly, 16(3): 395-417.
  • Shamir, B., House, R. J. and Arthur, M. B. (1993) The motivational effects of charismatic leadership: A self-concept based theory. Organization science, 4(4): 577-594.
  • Smith, B. N., Montagno, R. V. and Kuzmenko, T. N. (2004) Transformational and servant leadership: Content and contextual comparisons. Journal of Leadership & Organizational Studies, 10(4): 80-91.
  • Sun, P. Y. (2013) The servant identity: Influences on the cognition and behavior of servant leaders. The Leadership Quarterly, 24(4): 544-557.

Session 5 – Making Gender and Identity Construction in Organisations

Key readings

  • Acker, J. (2006) Inequality regimes: Gender, class, and race in organisations. Gender and Society, 20(4): 441-64.
  • Boucher, C. (1997) How women socially construct leadership in organisations: A study using memory work. Gender, Work and Organisation, 4(3): 149-58.
  • Linstead, S. A. (2000) Gender blindness or gender suppression? A comment on Final Wilson’s research note. Organisation Studies, 21(1): 1-7.
  • Wilson, F. M. (1996) Research note: Organisation theory: blind and deaf to gender?. Organisation studies, 17(5): 825-46.

Further Optional reading Do not panic, the long list below is purely optional and there is no expectation for you to read all these works. We strongly encourage you however to read any source that you find interesting!!!

  • Alvesson, M. (1998) Gender relations and identity at work: a case study of masculinities and femininities in an advertising agency. Human Relations, 51(8): 969-1005.
  • Banihani, M., Lewis, P. and Syed, J. (2013) Is work engagement gendered?. Gender in Management: An International Journal, 28(7): 400-423.
  • Ely, R. J. (1995) The power in demography: Women’s social constructions of gender identity at work. Academy of Management journal, 38(3): 589-634.
  • Heilman, M. E. (2001) Description and prescription: how gender stereotypes prevent women’s ascent up the organizational ladder. Journal of Social Issues, 57(4): 657-74
  • Mavin, S. (2008) Queen bees, wannabees and afraid to bees: no more ‘best enemies’ for women in management?. British Journal of Management, 19(1): 75-84.
  • Oakley, J. G. (2000) Gender-based barriers to senior management positions: Understanding the scarcity of female CEOs. Journal of business ethics, 27(4): 321-334.
  • Powell, G. N., Butterfield, D. A. (1979) The ‘good manager’: masculine or androgynous?. Academy of Management Journal, 22(2): 395-403.
  • Powell, G. N. and Butterfield, D. A. (2013) Sex, gender, and aspirations to top management: Who’s opting out? Who’s opting in?. Journal of Vocational Behavior, 82(1): 30-36.
  • Powell, G. N. and Butterfield, D. A. (2003) Gender, gender identity, and aspirations to top management. Women in Management Review, 18(1/2): 88-96.
  • Rees, B. and Garnsey, E. (2003). Analysing competence: Gender and identity at work. Gender, Work & Organization, 10(5): 551-578.
  • Rudman, L.A. and Glick, P. (2001) Prescriptive gender stereotypes and backlash toward agentic women. Journal of Social Issues, 57(4): 743-62.
  • Simpson, R. (2005) Men in non‐traditional occupations: career entry, career orientation and experience of role strain. Gender, Work & Organization, 12(4): 363-380.
  • Wajcman, J. and Martin, B. (2002) Narratives of Identity in Modern Management The Corrosion of Gender Difference?. Sociology, 36(4): 985-1002.
  • Wilson, F., Marlino, D. and Kickul, J. (2004) Our entrepreneurial future: Examining the diverse attitudes and motivations of teens across gender and ethnic identity. Journal of Developmental Entrepreneurship, 9(3): 177-197.
  • Wolfram, H. J. and Gratton, L. (2013) Gender role self-concept, categorical gender, and transactional-transformational leadership: implications for perceived workgroup performance. Journal of Leadership & Organizational Studies, (OnlineFirst).

Session 6 – Immaterial Labour, Knowledge Production and Creativity in Organisations

Key readings

  • Dowling, E., Nunes, R. and Trott, B. (2007) Immaterial and Affective labour: Explored. Ephemera, 7(1): 1-7.
  • Trott, P. (2011) Innovation management and new product development. England: Pearson Education Limited. (Chapter 3)
  • Weeks, K. (2007) Life within and against work: Affective labor, feminist critique, and post-fordist politics. Ephemera, 7(1): 233-249.

Further Optional reading Do not panic, the long list below is purely optional and there is no expectation for you to read all these works. We strongly encourage you however to read any source that you find interesting!!!

  • Caffentzis, G. (2007) Crystals and analytic engines: Historical and conceptual preliminaries to a new theory of machines. Ephemera, 7(1): 24-45.
  • Carls, K. (2007) Affective labour in Milanese large scale retailing: Labour control and employees’ coping strategies. Ephemera, 7(1): 46-59.
  • Coté, M. and Pybus, J. (2007) Learning to immaterial labour 2.0: MySpace and social networks. Ephemera, 7(1): 88-106.
  • Dowling, E. (2007) Producing the dining experience: Measure, subjectivity and the affective worker. Ephemera, 7(1): 117-132.
  • Fortunati, L. (2007) Immaterial labor and its machinization. Ephemera, 7(1): 139-157.
  • Lazzaratto, M. (1996) Immaterial Labour. Available at:
  • Wissinger, E. (2007) Modelling a way of life: Immaterial and affective labour in the fashion modelling industry. Ephemera, 7(1): 250-269.

Session 7 – Managing High Performance teams and Talent in organisations

Key readings

  • Guthridge, M. and Komm, A. B. (2008) Why multinationals struggle to manage talent. The McKinsey Quarterly, 4: 10-13.
  • Langfred, C. W. (2004) Too much of a good thing? Negative effects of high trust and individual autonomy in self-managing teams. Academy of management journal, 47(3): 385-399.
  • Lewis, R. E., & Heckman, R. J. (2006) Talent management: A critical review. Human Resource Management Review, 16(2): 139-154.
  • Wageman, R. (1997) Critical success factors for creating superb self-managing teams. Organizational Dynamics, 26(1): 49-61.

Further Optional reading Do not panic, the long list below is purely optional and there is no expectation for you to read all these works. We strongly encourage you however to read any source that you find interesting!!!

  • Ashton, C. and Morton, L. (2005) Managing talent for competitive advantage: Taking a systemic approach to talent management. Strategic HR Review, 4(5): 28-31.
  • Castka, P., Bamber, C. J., Sharp, J. M. and Belohoubek, P. (2001) Factors affecting successful implementation of high performance teams. Team Performance Management, 7(7/8): 123-134.
  • Cohen, S. G., & Ledford, G. E. (1994). The effectiveness of self-managing teams: A quasi-experiment. Human Relations, 47(1), 13-43.
  • Cooke, F. L., Saini, D. S., and Wang, J. (2014) Talent management in China and India: A comparison of management perceptions and human resource practices. Journal of World Business, 49(2): 225-235.
  • Godard, J. (2001) High performance and the transformation of work? The implications of alternative work practices for the experience and outcomes of work. Industrial and Labor Relations Review, 54(4): 776-805.
  • Festing, M., Schäfer, L. and Scullion, H. (2013) Talent management in medium-sized German companies: an explorative study and agenda for future research. The International Journal of Human Resource Management, 24(9): 1872-1893.
  • Heinen, J. S. and O’Neill, C. (2004) Managing talent to maximize performance. Employment Relations Today, 31(2): 67-82.
  • Hertel, G., Geister, S. and Konradt, U. (2005) Managing virtual teams: A review of current empirical research. Human Resource Management Review, 15(1): 69-95.
  • Kirkman, B. L., and Shapiro, D. L. (1997) The impact of cultural values on employee resistance to teams: Toward a model of globalized self-managing work team effectiveness. Academy of Management Review, 22(3): 730-757.
  • Minbaeva, D. and Collings, D. G. (2013) Seven myths of global talent management. The International Journal of Human Resource Management, 24(9): 1762-1776.
  • Raes, A. M., Bruch, H. and De Jong, S. B. (2013) How top management team behavioural integration can impact employee work outcomes: Theory development and first empirical tests. Human Relations, 66(2): 167-192.
  • Skuza, A., Scullion, H., & McDonnell, A. (2013) An analysis of the talent management challenges in a post-communist country: the case of Poland. The International Journal of Human Resource Management, 24(3): 453-470.
  • Stewart, G. L. and Barrick, M. R. (2000) Team structure and performance: Assessing the mediating role of intrateam process and the moderating role of task type. Academy of management Journal, 43(2): 135-148.
  • Tatli, A., Vassilopoulou, J. and Özbilgin, M. (2013) An unrequited affinity between talent shortages and untapped female potential: The relevance of gender quotas for talent management in high growth potential economies of the Asia Pacific region. International Business Review, 22(3): 539-553.
  • Valverde, M., Scullion, H. and Ryan, G. (2013) Talent management in Spanish medium-sized organisations. The International Journal of Human Resource Management, 24(9): 1832-1852.
  • Vivas-Lopez, S., Peris-Ortiz, M., & Rueda-Armengot, C. (2011). Managing talent for organisational learning. European Journal of International Management, 5(5): 540-557.
  • Wing, L. S. (2005) Leadership in high-performance teams: a model for superior team performance. Team Performance Management, 11(1/2): 4-11.

Session 8 – Power, resistance and politics in organisations

Key readings

  • Bloom, P. (2008) Capitalism’s cynical leviathan: Cynicism, totalitarianism, and Hobbes in modern capitalist regulation. International Journal of Zizek Studies, 2(1): 1–30.
  • Contu, A. (2008) Decaf resistance: On misbehaviour, cynicism, and desire in liberal workplaces. Management Communication Quarterly, 21(3): 364–379.
  • Karfakis, N. and Kokkinidis, G. (2011) Rethinking cynicism: Pharresiastic practices in contemporary workplaces. Culture and Organization, 17(4): 329-345.

Further Optional reading Do not panic, the long list below is purely optional and there is no expectation for you to read all these works. We strongly encourage you however to read any source that you find interesting!!!

  • Armstrong, A. (2008) Beyond resistance: A response to Žižek’s critique of Foucault’s subject of freedom. Parrhesia, 5: 19–31.
  • Casey, C. (1999) ‘Come, join our family’: Discipline and integration in corporate organizational culture. Human Relations, 52(1): 155–78.
  • Dean, J., Brandes, P. and Dharwadkar, R. (1998) Organisational cynicism. Academy of Management Review, 23(2): 341–352.
  • Ezzamel, M., Willmott, H. and Worthington, F. (2001) Power, control and resistance in ‘the factory that time forgot’. Journal of Management Studies, 38(8): 1053–1079.
  • Fleming, P. (2005a) Workers’ playtime? Boundaries and cynicism in a “culture of fun” program. Journal of Applied Behavioral Science, 41(3): 285–303.
  • Fleming, P. (2005b) Metaphors of resistance. Management Communication Quarterly, 19(1): 45–66.
  • Fleming, P., and Sewell, G. (2002) Looking for the good soldier, Švejk: Alternative modalities of resistance in the contemporary workplace. Sociology, 36(4): 857–872.
  • Fleming, P., and Spicer, A. (2003) Working at a cynical distance: Implications for power, subjectivity and resistance. Organization, 10(1): 157–179.
  • Fleming, P., and Spicer, A. (2007) Contesting the corporation: Struggle, power and resistance in organizations. Cambridge: Cambridge University Press.
  • Fleming, P., and Spicer, A. (2008) Beyond power and resistance: New approaches to organizational politics. Management Communication Quarterly, 21(3): 301–309.
  • Foucault, M. (1982) The subject and power. Critical Inquiry, 8(4): 777–795.
  • Gabriel, Y. (1999) Beyond happy families: A critical reevaluation of the control–resistance–identity triangle. Human Relations, 52(2): 179–203.
  • Hindess, B. (1996) Discourses of power: From Hobbes to Foucault. Oxford: Blackwell.
  • Knights, D. and McCabe, D. (2000) ‘Ain’t misbehavin’? Opportunities for resistance under new forms of “quality” management. Sociology, 4(3): 421–436.
  • Kunda, G. (1992) Engineering culture: Control and commitment in a high-tech. corporation. Philadelphia, PA: Temple University Press.
  • Mumby, D. (2005) Theorizing resistance in organization studies: A dialectical approach. Management Communication Quarterly, 19(1): 19–44.

Session 9 – Wellness and stress in Organisations

Key readings

  • Jack, G. and Brewis, J. (2005) Introduction to Wellness. Culture and Organization, 11(2): 65–68.
  • McGillivray, D. (2005) Fitter, Happier, More Productive: Governing Working Bodies Through Wellness. Culture and Organization, 11(2): 125–38.
  • Michie, S. (2002) Causes and management of stress at work. Occupational & Environmental Medicine, 59(1): 67- 72.
  • Parks, K. and Steelman, L. (2008) Organizational Wellness Programs. Journal of Occupational Health Psychology, 13(1): 58–68.

Further Optional reading Do not panic, the long list below is purely optional and there is no expectation for you to read all these works. We strongly encourage you however to read any source that you find interesting!!!

  • Alvesson, M., Ashcraft, K. and Thomas, R. (2008) Identity matters: reflections on the construction of identity scholarship in organization studies. Organization, 15(1): 5-28.
  • Bielby, D.  and Bielby, W. (1988) She works hard for the money: Household responsibilities and the allocation of work. American Journal of Sociology, 93(5): 1031–1059.
  • Clarke, C., Knights, D. and Jarvis, C. (2012) A Labour of Love? Academics in Business Schools. Scandinavian Journal of Management, 28(1): 5-15.
  • Collinson, D. (2003) Identities and Insecurities: Selves at Work. Organization, 10(3): 527-47.
  • Cooper, C. (1994) ‘The Costs of Health Work Organisations’ in C. Cooper and S. Williams (eds) Creating Healthy Work Organizations. Chichester: Wiley.
  • Cooper, K. and Olson, M. (1996) ‘The multiple ‘I’s’ of teacher identity’, in Kompf, M., Boak, T., Bond, W.R. and Dworet, D. (eds) Changing research and practice: teachers’ professionalism, identities and knowledge. London: Falmer Press, pp.78-89.
  • Costea, B., Crump, N. and Amiridis, K. (2008) Managerialism, the Therapeutic Habitus and the Self in Contemporary Organizing. Human Relations, 61(5): 661–85.
  • Dale, K. and Gibson, B. (2014) Being occupied: An embodied re-reading of organizational ‘wellness’. Organization, 21(2): 159-177.
  • Driver, M. (2014) The stressed subject: Lack, empowerment and liberation. Organization, 21(1): 90-105.
  • Day, C., Kington, A., Stobart, G. and Sammons, P. (2006) The personal and professional selves of teachers: stable and unstable identities. British Educational Research Journal, 32(4): 601-16.
  • Grey, C. (1994) Career as a Project of Self and Labour Process Discipline. Sociology, 28(2): 479–97.
  • Hochwarter, W., Perrewé, P., Meurs, J. and Kacmar, C. (2007) The interactive effects of work-induced guilt and ability to manage resources on job and life satisfaction. Journal of Occupational Health Psychology, 12(2): 125-135.
  • Osthus, S. (2007) For better or worse? Workplace changes and the health and well-being of Norwegian workers. Work, Employment and Society, 21(4): 731-750.
  • Rollinson, D. (2005) Organisational behaviour and analysis: An integrated approach. England: Pearson Education Limited. (Chapter 10)
  • Sennett, R. (1998) The Corrosion of Character: The Personal Consequences of Work in the New Capitalism.  New York: Norton.
  • Spicer, A. (2011) Guilty lives: The Authenticity trap at work. Ephemera, 11(1): 46-62.
  • Worrall, L., Cooper, C. and Campbell, F. (2000) The new reality for UK managers: Perpetual change and employment instability. Work, Employment and Society, 14(4): 647-668.
  • Zapf, D. (2002) Emotion Work and Psychological Well-being. Human Resource Management Review, 12(2): 237–68.
  • Zoller, H. (2003) Working Out: Managerialism in Workplace Health Promotion. Management Communication Quarterly, 17(2): 171–205.

Session 10 – Business Ethics: Does a uniform approach apply?

Key readings

  • Aasland, D.G. (2004) On the ethics behind “Business Ethics”. Journal of Business Ethics, 53(1-2): 3-8.
  • Crane, A. and Matten, D. (2010) Business Ethics: Managing corporate citizenship and sustainability in the age of globalization. Oxford: Oxford University Press. (Chapter 3)
  • Jones, C., Parker, M. and ten Bos R. (2005) Introduction: Against business ethics, in Jones, C., Parker, M. and ten Bos R. (eds) For business ethics. London: Routledge. pp. 1-9.
  • Parker, M. (2003) Ethics, politics and organising. Organization, 10(2): 187-203.

Further Optional reading Do not panic, the long list below is purely optional and there is no expectation for you to read all these works. We strongly encourage you however to read any source that you find interesting!!!

  • Bowie, N. (1991) Moral decision making and multinationals. Business Ethics Quarterly, 1(2): 223-232.
  • Denis, C. (1994) The fall of business ethics in capitalist society: Adam Smith revisited. Business Ethics Quarterly, 4(4): 519-535.
  • Jones, C. (2003) As if business ethics were possible, ‘within such limits’. Organization, 10(2): 223-248.
  • Jones, C., Parker, M. and ten Bos R. (2005) For business ethics. London: Routledge.
  • Koehn, D. (1995) A role for virtue ethics in the analysis of business practices. Business Ethics Quarterly, 5(3): 533-539.
  • Koehn, D. (1999) What can eastern philosophy teach us about business ethics?. Journal of Business Ethics, 19(1): 71-79.
  • Larmer, R. (2002) Whistleblowing and employee loyalty, in Larmer, R. (ed.) Ethics in the workplace: selected readings in business ethics. Belmont: Wadsworth Thompson Learning. pp. 206-232
  • Philips, J.M. (1995) Corporate moral responsibility: When it might matter. Business Ethics Quarterly, 5(3): 555-576.
  • Sudhir, V. and Murthy, P.N. (2001) Ethical challenge to businesses: The deeper meaning. Journal of Business Ethics, 30(2): 197-210.
  • Taka, I. (1994) Business Ethics: A Japanese view. Business Ethics Quarterly, 4(1): 53-78.

Session 11 – Corporate Social Responsibility, Sustainability and Accountability

Key readings

  • Dunne, S. (2007) What is Corporate social responsibility now?. Ephemera, 7(2): 372-380.
  • Palazzo, G. and Richter, U. (2005) CSR business as usual? The case of the tobacco industry. Journal of Business Ethics, 61(4): 387-401.
  • Windsor, D. (2006) Corporate social responsibility: Three key approaches. Journal of Management Studies, 43(1): 93-114.

Further Optional reading

  • Dunne, S. (2008) Corporate social responsibility and the value of moral pragmatism. Culture and Organization, 14(2): 135-149.
  • Fleming, P. and Jones, M.V. (2012) The end of corporate social responsibility: Crisis and critique. London: Sage.

Session 15 – International Management Issues – Managing on a Global Scale

Key readings

  • Earley, P. C. and Singh, H. (1995) International and intercultural management research: what’s next?. Academy of Management Journal, 38(2): 327-340.
  • Werner, S. and Brouthers, L. E. (2002) How international is management?. Journal of International Business Studies, 33(3): 583-591.
  • Werner, S. (2002) Recent developments in international management research: A review of 20 top management journals. Journal of Management, 28(3): 277-305.

Further Optional reading Do not panic, the long list below is purely optional and there is no expectation for you to read all these works. We strongly encourage you however to read any source that you find interesting!!!

  • Adler, N. J. (1983) Cross-cultural management research: The ostrich and the trend. Academy of management Review, 8(2): 226-232.
  • Connelly, B. L., Ketchen, D. J. and Hult, G. T. M. (2013). Global Supply Chain Management: Toward a Theoretically Driven Research Agenda. Global Strategy Journal, 3(3): 227-243.
  • Inkpen, A. C. (2000). A note on the dynamics of learning alliances: Competition, cooperation, and relative scope. Strategic Management Journal, 21(7): 775-779.
  • Inkpen, A. C. and Dinur, A. (1998) Knowledge management processes and international joint ventures. Organization Science, 9(4): 454-468.
  • Hsu, W. T., Chen, H. L. and Cheng, C. Y. (2013) Internationalization and firm performance of SMEs: The moderating effects of CEO attributes. Journal of World Business, 48(1): 1-12.
  • Kedia, B.L. and Lahiri, S. (2007) International outsourcing of services: A partnership model. Journal of International Management, 13(1): 22-37.
  • Laurent, A. (1986) The cross‐cultural puzzle of international human resource management. Human resource management, 25(1): 91-102.
  • Park, K., and Mense-Petermann, U. (2014) Managing Across Borders: Global Integration and Knowledge Exchange in MNCs. Competition & Change, 18(3): 265-279.
  • Reilly, M., and Sharkey-Scott, P. (2014) Subsidiary driven innovation within shifting MNC structures: Identifying new challenges and research directions. Technovation, 34(3): 190-202.
  • Ricks, D. A., Toyne, B., and Martinez, Z. (1990) Recent developments in international management research. Journal of Management, 16(2): 219-253.
  • Schmidt, C., Mansson, S., and Dolles, H. (2013) Managing talents for global leadership positions in MNCs: Responding to the challenges in China. Asian Business & Management, 12(4): 477-496.

Reference Guide

When you finalise the slides for your group presentation, it is expected that any work that you have used will be properly referenced using The Harvard referencing system. The Reference List should be written on an additional slide, or slides at the end

If you are in doubt as to how to properly reference in the text or how to write the reference list please check the following link that provides extensive guidelines:

Alternatively, ask the module leader (Dr. George Kokkinidis) for assistance.

Enjoy the module…

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