The browser you are using is not supported by this website. All versions of Internet Explorer are no longer supported, either by us or Microsoft (read more here: https://www.microsoft.com/en-us/microsoft-365/windows/end-of-ie-support).

Please use a modern browser to fully experience our website, such as the newest versions of Edge, Chrome, Firefox or Safari etc.

Portrait of Mats Alvesson. Photo.

Mats Alvesson

Professor

Portrait of Mats Alvesson. Photo.

Extending critical performativity

Author

  • André Spicer
  • Mats Alvesson
  • Dan Kärreman

Summary, in English

In this article we extend the debate about critical performativity. We begin by outlining the basic tenets of critical performativity and how this has been applied in the study of management and organization. We then address recent critiques of critical performance. We note these arguments suffer from an undue focus on intra-academic debates; engage in author-itarian theoretical policing; feign relevance through symbolic radicalism; and repackage common sense. We take these critiques as an opportunity to offer an extended model of critical performativity that involves focusing on issues of public importance; engaging with non-academic groups using dialectical reasoning; scaling up insights through movement building; and propagating deliberation.

Department/s

  • Department of Business Administration

Publishing year

2016-02-01

Language

English

Pages

225-249

Publication/Series

Human Relations

Volume

69

Issue

2

Document type

Journal article

Publisher

SAGE Publications

Topic

  • Business Administration

Keywords

  • CMS
  • Critical Management Studies
  • engagement
  • performativity
  • public sociology

Status

Published

ISBN/ISSN/Other

  • ISSN: 0018-7267