The rise of modern corporations has been accompanied by an expansion of salaried executives who have replaced owner-managers. With this expansion, the new class of managers/executives came to regard themselves as stewards of large and complex corporations, and not principally or exclusively as...

This article argues that there is a growing convergence between development INGOs and private sector organisations in the way that values are taken up as an instrument of management. Rather than promoting the exploration of difference, managers encourage employees to set aside their concerns and...

This paper offers a critique of existing ways of understanding management practice in International Non-Government Organisations (INGOs) and compares and contrasts these with insights drawn from the complexity sciences. The authors put forward a more radical interpretation of complexity theory...

Purpose – In the last five years more and more scholars have drawn on insights from the complexity sciences as a way of understanding the process of managing and organising in the NHS differently. This paper aims to describe working methods derived from the theory of complex responsive...

Moving beyond neutrality: recognising the moral agency of the consultant through reflexive inquiries into shame / by Kiran Chauhan -- Consulting: facilitation and shame: working together to avoid challenges to our sense of self in the recognition of others / by Graham Curtis -- What are...

ch. 1. Why are uncertainty, ambiguity and paradox important for managers? -- ch. 2. Taking paradox seriously -- ch. 3. The paradox of involvement and detachment : the importance of practical judgment -- ch. 4. Attempts to change organizational culture : the paradox of the local and the global --...

ch. 1. Why write this book? -- ch. 2. Consultancy as practical engagement in organisational politics -- ch. 3. Leaders, managers and consultants as researchers : using the self as an instrument of research -- ch. 4. Theories of leadership as magical-mythical thinking -- ch. 5. Charisma and...