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The purpose of this conceptual‐theoretical review article is to examine two claims made by critical management studies (CMS): that CMS is emancipatory and that it has critical theory (CT) as its origin and prime theoretical base.

Two theories are contrasted: CT and CMS. The paper analyses one of CMS' newest key publications: the Oxford Handbook of Critical Management Studies in great detail focusing on epidemiology and philosophy.

The main finding is that CMS is a critical representation of mainstream MS. CT focuses on emancipation while CMS provides a system‐conforming interpretation of traditional MS that rarely presents alternatives to mainstream MS.

The key implication is that CMS assists mainstream MS as a corrective but, in general, does not enhance emancipation.

The paper assists researchers in the field of management studies (MS) and its “critical” offspring of CMS in understanding the role CMS plays for traditional MS.

It makes scholars aware that research conducted from within CMS provides system‐conforming solution to issues such as corporate social responsibility (CSR) and environmental issues. CMS scholarship is not a critical evaluation of, for example, CSR and environmental issues directed towards emancipation from present structures of managerial domination.

The value of the paper is threefold: for the first time, CMS has been measured against its own claims; the article provides clarity on three issues: MS, CMS and CT; and it assists research in the area of CMS and CT because it shows that the former is about improving mainstream MS while the latter is about emancipation.

Aims to test Walton and McKersie’s theory on labour negotiations, specifically in the case of German car manufacturers.

The research is based on interviews with industrial actors in Germany’s car industry – an empirical case study.

The article explains the structural force behind the managerial drive towards production. While German managers act at an enterprise level, a structural force has been responsible for the success of Germany’s post‐WW II manufacturing. Germany’s collective bargaining structure removed wage and working‐time bargaining from local management and opened four managerial options: production, productivity, innovation, and quality. This structure forced management to focus on these four options because they lie within the realm of management prerogative. The article explains how structural divisions between intra‐enterprise level arrangements and extra‐enterprise level collective bargaining at a conceptual level can best be understood.

Argues that a regional and industry collective bargaining structure has supported the success of a competitive car industry in Germany.

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.

While Germany’s employment relations are commonly seen as a high value added trust relationship built around the well publicised “new production concepts”, this paper aims to show that there is also another side to Germany’s ER. Using a detailed case study of the shipping industry, the authors show how the implementation of the International Ship Register during the late 1980s and 1990s challenged Germany’s traditional system of employment relations and regulatory framework. The authors conclude that evidence from the shipping industry illustrates a strong departure from Germany’s long‐established employment relations, where deregulation of shipping and labour law has led to the adoption of a “low road” approach.

The Maqāṣid (objective) hierarchy is a triple-tiered conceptualisation of individual and social needs that is grounded in the five objectives of Sharīʿah (Islamic Law). Managerialism is the ideological representation of human interaction based on managerial doctrines and practices. This paper aims to explore the tension between the Maqāṣid hierarchy and managerialism by evaluating the Sharīʿah requirements in the Islamic Financial Services Act (IFSA) 2013 of Malaysia from the Maqāṣid al-Sharīʿah perspective.

This qualitative study uses an inductive approach to review the sources of Sharīʿah and classical literature of Islamic jurists to present Sharīʿah rulings on managerialism and Maqāṣid al-Sharīʿah.

The Maqāṣid hierarchy promotes a vision of human life that is the opposite of managerialism. In the case of IFSA 2013, the Maqāṣid hierarchy, which is supposed to be the bedrock for Islamic finance, is replaced by a managerial hierarchy closer to Maslow’s hierarchy than it is to Imam Shatibi’s concept of human life. A process of fitting the Maqāṣid hierarchy into a narrow managerial mould occurs in IFSA 2013, meaning that many of the unique aspects of the Maqāṣid al-Sharīʿah are lost.

This study will assist Sharīʿah scholars, policymakers and Islamic financial institutions to develop the financial system and to implement the Maqāṣid al-Sharīʿah to improve macro policy and shaping Islamic institutions.

This is a pioneer study that develops a bridge between the Islamic Maqāṣid and conventional managerial hierarchies, which will encourage academics and practitioners to enrich the literature by conducting more in-depth studies on this topic.