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The practitioners of postmodern organization theory have had to respond to the charge that postmodernism has a declivity toward skepticism. Their response to organizational skepticisim is to decenter dominant theories, paradigms and organizational forms, rather than to negate them. Decentering supplements discourse by augmenting its repertoire; the opposite of skepticism, which diminishes its object. The main ways in which postmodern organization theories try to overcome the specific sceptical position of paradigm incommensurability (the reduction of discourse about organizations and organizational discourse to a solipsism of private language games) are described and assessed in terms of three positions: John Hassard’s “multiple paradigm” approach on the level of methodology, Stewart Clegg’s “embedded rationalities” on the level of empirical conceptualization, and Kenneth Gergen’s “heteroglossia” on the level of discursive practice. Hassard and Clegg are engaged in the mapping function of postmodern organization theory, whereas Gergen is engaged in deconstraining organizations.

Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce – not even, in many cases, describing workers as assets! Describes many studies to back up this claim in theis work based on the 2002 Employment Research Unit Annual Conference, in Cardiff, Wales.

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.

The introduction of cellular manufacture in two factories is examined. In the first factory, the economic difficulties driving the changes were anticipated rather than being felt. Its most pressing problem was how to divide its products into the “families” necessary for cellular production. It was decided that this division should to some extent determine what products should be produced rather than vice versa. For the second factory, where economic difficulties were already present, the stage had been reached at which it had to be decided who was to work in the cells. Though the decisions had been made, they had not been communicated to the workforce for fear of disrupting current production. In both cases it can be seen that in order to gain the benefits of cellular manufacture, fundamental changes have to be made not only in the production process but also in the management of human resources.

Traditional approaches in qualitative research have adopted one research paradigm linked to an established typology. This paper addresses the unconventional application of two research paradigms in one study. A critical realist approach was used to augment a constructivist analysis of data in a research project seeking to explore the meaning that managers in small to medium enterprises (SMEs) attach to hazard identification, the construction of a hazard profile reflective of the business and its use in assisting to manage hazards within the SME's safety management system framework. Critical realism offered a complementary but essential framework to explore causal mechanisms that led to a deeper understanding of the findings by searching for the processes and causality that lay beneath the social and organizational phenomena observed.

This paper compares the two research paradigms in order to seek junctures and apply them to a research project. Analytical tools applied to each research paradigm within the project are presented, followed by a new multiparadigm conceptual model that integrates critical realism and constructivism, providing an original contribution of knowledge to this field of qualitative research.

The adoption of a multiparadigm model enabled not only the interpretation of social phenomena but also the determination of its causality, enabling a more insightful answering of the research question and leading to a deeper insight into the phenomenology that was studied. This research approach widens the boundaries of qualitative inquiry within organizational research by promoting strategies that challenge more traditionally anchored research typologies, and consequently contributes to better research outcomes.

This study was conducted across four organizations. Similar research is encouraged across a greater number of case studies to validate the process of using a constructivist and critical realist paradigm to gain a more insightful understanding of events and their causality.

The comparison of two research paradigms and consequent provision of a conceptual model (Figure 3) provides potential for the development of further multiparadigm models for research projects within the field of organizational management.

This paper has the potential to promote engagement and collaboration between research scholars seeking to explore the use of multiple research paradigms.

Such an approach has not previously been widely discussed or adopted to examine qualitative data, and advances theory in qualitative research. The application of two research paradigms using such an approach can be applied to businesses in a number of different contexts to gain a more insightful understanding of research participant perspectives, observable events arising from those perspectives and their associated causality.

The purpose of this paper is to contribute to the debate initiated by the “historic turn.” This debate has seen several rebuttals of the methodologies and conceptual frameworks advocated by proponents of the “historic turn” including ANTi-History. In contributing to this debate, this paper provides a discussion on some of the ongoing debates within the field. The purpose is to neither condemn nor defend – but to clarify and find points of agreement.

The design implied is an overview of some of the themes in the field – locating key concepts of agreement and key aspects of disagreement.

There is a middle ground between the two schools. One is a continued focus on primary sources, the use of new methodologies, understanding context and some new approaches. We must carefully consider context and text and limit the use of concepts that have real limitations.

This is an overview of the field by someone who was considered a critic of the new history. The purpose is to find middle ground.

The purpose of this paper is to conduct a general review of the ethnographic method. It uses metaphors to read several pieces of ethnographic research and discuss the different issues encountered during the research process. The review consisted of new articles but also important books that helped to construct and maintain the field of organizational ethnography.

The paper aims to discuss the ethnography research process through the metaphor of the Christian Seven Sins. It proposes a reflection on planning and conducting ethnographic research. The seven sins are used as a metaphor that can lead to more reflexive research for educational and explanatory purposes. Ultimately, the authors encourage organizational scholars to conduct ethnographic research.

The metaphors of the Christian seven sins represent issues that may arise during an ethnographic research. Gluttony is the dive in all topics that may appear; Greed is to lose yourself in the amount of data; Lust is to get too much involved in the field; Wrath is to take the struggles of the subjects as your own; Envy is to judge other's research according to your paradigm; Sloth is to not collect enough ethnographic data and Pride is forgetting to have a critical perspective toward your data. The redemption of these “sins” brings reflexivity to ethnographic research.

The paper opts to treat ethnography as a methodology that can be utilized with different epistemological and ontological approaches which could diminish the degree of reflection. No metaphor would be able to explain all the details of an ethnographic research project, still the seven sins provided a wide range of ideas to be reflected upon when using the methodology.

As a paper on ethnography, researchers and especially PhD students and early careers can get to know the issues that can arise during ethnographic research and put them in contact with good examples of ethnography in Organization and Management Studies.

This paper groups different complexities and discussions around ethnographic research that may entail research reflexivity. These ideas were scattered through various ethnographic publications. With the review their highlights can be read in a single piece. With these discussions, the paper aims to encourage researchers to conduct good quality ethnography.

The purpose of this paper is to examine how the Chinese economic reform process has engendered significant changes in the structure and management of work organizations. Central to this process has been the “marketization” of state‐owned enterprises (SOEs). The paper reviews the attempts to reform SOEs as conducted, primarily, under the modern enterprise system (MES) and group company system (GCS) programmes.

The paper analyses institutional issues relating to organizational restructuring, describes the evolution of the SOE “problem” in China, and discusses case evidence of enterprise reform in one of the largest SOE‐dominated industries, iron and steel. Qualitative field data, collected regularly (mostly yearly) since 1995, were derived from in‐depth interviews with executives of ten large SOEs that have restructured as part of MES and GCS programmes.

It is suggested that the historic reluctance of SOEs to embrace reform stems from three main factors – the opaque nature of property rights, the failure of ministries to produce a firm strategy for channelling surplus labour and the inability of government agencies to offer a sense of managerial autonomy to SOE executives. Recent policies designed to overcome these problems together with kindred ones for separating government functions from business operations in the drive to prepare SOEs for global markets are described. It can be argued that China's preference for gradual reform reflects the wider reform context where economic restructuring has not been accompanied by a greater expression of political democracy.

The paper's findings offer insights from a major longitudinal field study of two of the main programmes of China's reform period.

This paper aims to conduct a historical study using both primary (archival data) and secondary sources to evaluate the social conditions of the community of employees at Hawthorne Works between 1907 and 1933.

This paper evaluates the historical and social context of the 1915 Eastland disaster, specifically, the effects of the Eastland disaster on the community and the company to improve understanding of the contextual background and conditions which influenced the Hawthorne studies. This will also serve as a case study of crisis management.

The findings of the paper argue that the Eastland disaster likely contributed to the expansion of welfare capitalism practices by Western Electric in the 1920s–1930s and established the social and communal conditions which made the Hawthorne studies (1924–1933) possible.

Rather than evaluating the Hawthorne studies themselves, this paper focuses on social factors which made the Hawthorne Works plant site and the community serving it an ideal locale to host the famous studies as part of Western Electric’s practice of welfare capitalism and a distraction from the traumatic event which scarred the community and urged the Western Electric company to react. This study also provides an early example of crisis management.

The purpose of this paper is to describe a hybrid approach to the research developed during a multi-researcher, ethnographic study of NHS management in the UK.

This methodological paper elaborates a hybrid approach to the sociological analysis – the critical-action theory – and indicates how it can contribute to the critical health management studies.

After exploring the various theoretical, methodological and philosophical options available, the paper discusses the main research issues that influenced the development of this perspective and the process by which the critical-action perspective was applied to the studies of managerial work in four health service sectors – acute hospitals, ambulance services, community services and mental healthcare.

This methodological perspective enabled a critical analysis of health service organisation that considered macro, meso and micro effects, in particular and in this case, how new public management drained power from clinicians through managerialist discourses and practices.

Healthcare organisations are often responding to the decisions that lie outside of their control and may have to enact changes that make little sense locally. In order to make sense of these effects, micro-, meso- and macro-level analyses are necessary.

The critical-action perspective is presented as an adjunct to traditional approaches that have been taken to the study of health service organisation and delivery.