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Extending critical performativity

Spicer, A., Alvesson, M. and Kärreman, D. (2016). Extending critical performativity. Human Relations, 69(2), pp. 225-249. doi: 10.1177/0018726715614073

Abstract

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.

Publication Type: Article
Additional Information: Copyright Sage 2016
Publisher Keywords: Critical Management Studies, Performativity, Engagement, Public Sociology
Subjects: H Social Sciences > HD Industries. Land use. Labor
Departments: Cass Business School > Management
URI: http://openaccess.city.ac.uk/id/eprint/15576
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