We adopt a Foucauldian approach to discourse to show how power relations shape the constitution of strategy. By exploring two particular discourses associated with the strategy of a global telecommunications company, our study shows how the power effects of discourses are intensified through...

The ability to generate successful new products is vital for organizations to adapt to changing markets, technologies and competition. But many large, established organizations find, sustained innovation difficult. This study explores the role of power to show how it can both inhibit and...

This study looks at a large Australian university at a time of reform in the higher education sector to examine how the identities of individuals working within the university, as well as the university itself, were constructed. By examining the narratives that organizational members told, the...

We examine the literature on resistance to organizational change and identify two dominant yet contrasting approaches: the demonizing versus the celebrating of resistance to change. We show that both of these approaches fail to address power relations adequately and, in so doing, raise...

We revisit Karen Legge's (2001) critique of HRM in which she argues that the attempt of modernist/positivist HRM research to show that HRM improves organizational performance is a 'spent round'. We note that despite spirited challenges by Legge and others, the discourse of HRM is becoming...

Inter-organizational collaboration has been linked to a range of important outcomes for collaborating organizations. The strategy literature emphasizes the way in which collaboration between organizations results in the sharing of critical resources and facilitates knowledge transfer. The...

This paper identifies four sets of textual practices that researchers in the field of organization and management theory (OMT) have used in their attempts to be reflexive. We characterize them as multi-perspective, multi-voicing, positioning and destabilizing. We show how each set of practices...