The notion that management knowledge is universal, culture-neutral, readily transferable to any country or situation, has come under mounting challenge. The Politics of Management Knowledge goes beyond such broad-brush' assertions to explore in detail the relations between management knowledge, power and practice in a world where globalization highlights, rather than obscures, the locally specific character of many management recipes. The book recognizes the political nature of management knowledge as a discourse produced from, and reproducing, power processes within and between organizations. This theme underpins discussion of the ways in which management ideas and practices produce' managers of a particular kind - person of enterprise, bureaucrat, heroic leader and so on. Critical examinations of certain current management theories - lean production, excellence, entrepreneurship - illuminate the myriad modes in which relations of power intermingle with relations of knowledge. Eminent authors from a variety of countries address the social and political processes involved in cross-cultural transference of management ideas across the world. They also look to the future, stressing the need for a substantial new understanding that is less attuned to the corporate worlds of today and more appropriate for the increasingly diverse organizations likely to emerge in the twenty-first century.

The book explores the various management knowledges and associated texts apparent in English health care organizations, reflecting on the nature, production, and consumption of management knowledge, and the influence of political economy and changing institutional forms during the period of the politics of austerity.

While the implementation of evidence-based medicine guidelines is well studied, there has been little investigation into the extent to which a parallel evidence-based management movement has been influential within health care organizations. This book explores the various management knowledges and associated texts apparent in English health care organizations, and considers how the local reception of these texts was influenced by the macro level political economy of public services reform evident during the period of the politics of austerity. The research outlined in this volume shows that very few evidence-based management texts are apparent within health care organizations, despite the influence of certain knowledge producers, such as national agencies, think tanks, management consultancies, and business schools in the industry. Bringing together the often disconnected academic literature on management knowledge and public policy, the volume addresses the ways in which preferred management knowledges and texts in these publicly funded settings are sensitive to the macro level political economy of public services reform, offering an empirically grounded critique of the evidence-based management movement.

This book develops an integrated perspective on the practices and politics of making knowledge work in inclusive development and innovation. While debates about development and innovation commonly appeal to the authority of academic researchers, many current approaches emphasise the plurality of actors with relevant expertise for addressing livelihood challenges. Adopting an action-oriented and reflexive approach, this volume explores the variety of ways in which knowledge works, paying particular attention to dilemmas and controversies. The six parts of the book address the complex interplay of knowledge and politics, starting with the need for knowledge integration in the first part and decolonial perspectives on the politics of knowledge integration in the second part. The following three parts focus on the practices of inclusive development and innovation through three major themes of learning for transformative change, evidence, and digitisation. The final part of the book addresses the governance of knowledge and innovation in the light of political struggles about inclusivity. Exploring conceptual and practical themes through case studies from the Global North and South, this book will be of great interest to students, scholars, and practitioners researching and working in development studies, epistemology, innovation studies, science and technology studies, and sustainability studies more broadly.

This book re-examines management theory `after Globalization'. Combining key names and studies from across the world, it explores the local realities that resist universal theories and that permeate the daily lives of practising managers. The book provides a comprehensive and critical reflection on the widely documented phenomenon of globalization in business. It assesses the implications of the diversity of individual economies and enterprises for general theories of management and concludes by presenting new approaches to the study and research of management and organizations.

The notion that management knowledge is universal, culture-neutral, readily transferable to any country or situation, has come under mounting challenge. The Politics of Management Knowledge goes beyond such `broad-brush' assertions to explore in detail the relations between management knowledge, power and practice in a world where globalization highlights, rather than obscures, the locally specific character of many management recipes. The book recognizes the political nature of management knowledge as a discourse produced from, and reproducing, power processes within and between organizations. This theme underpins discussion of the ways in which management ideas and practices `produce' managers of a particular kind

Although one often thinks of collaborative management and related group problem-solving as different interests coming together in "peaceful harmony," nothing could be further from reality. Collaboration in real-world action requires steering and negotiation in virtually every situation, with a considerable process that precedes agreement. This progression is, in effect, a "mini" political and managerial process we have come to know as collaborative politics and its management. This volume explores the process and operations of collaboration and collaborative politics, from routine transactions—or "small p" politics—to the significant issue forces, or "big P" politics. Collaboration is defined here as the process of facilitating and operating in multiorganizational arrangements for addressing problems and producing solutions through the contributions of several organizations and individuals. Throughout the book, readers are gradually exposed to analysis of key findings in collaborative politics from the long research tradition in policy and political science. This book adapts a series of stories to highlight some of the dynamics of collaborative politics from a range of jurisdictions. It further analyzes the efficacy of storytelling as a learning tool and contributor to practice in different contexts. With collaborative politics often associated with negotiations among administrative actors, authors Drs. Robert Agranoff and Aleksey Kolpakov demonstrate how interorganizational/interagency collaboration operates and is managed, as well as how it has been modified or adjusted in its fundamental core concepts of bureaucratic organization and hierarchy. The Politics of Collaborative Public Management is designed as a core text for undergraduate and graduate classes on collaborative management and governance.