School of Management

Abstract Citations tell us something about the patterns of knowledge exchange around a particular journal. To examine this network, one can use Thomson Reuters' Journal Citation Reports database and derive three basic citation relationships: the numbers of articles citing (and thus influenced by) a journal, articles cited by (thus influencing) a journal, as well as the self-citation rate of the journal. In this article we examine the patterns relating to 27 selected journals in organization and management.

When research, teaching and writing about history is being done, it is usually justified with reference to the problem of induction. Though induction is called a 'logic', it is really a guess about probability. If the sun has risen every day for all of my life, then it will probably rise tomorrow. There is no necessary reason implied here, no deduction from principles, simply a guess based on spotting a pattern and then predicting it into the future.

Catherine Casey is keen to suggest that the world is changing, and that the social sciences are in crisis. The “postindustrial, postmodern capitalist conditions”(p. 185) in which we now live need a new form of analysis which is up to the task. So how would one assess these sorts of assertions?

I am on holiday, sitting on the decking outside a lodge in some woods in Lincolnshire. I have my laptop, and am waiting for the others to get up, so have decided to make a start on this book review. I don't seem to resent sitting here, but am puzzled now, after reading Fleming and Spicer's challenging little book, as to whether I should be doing this at all. I am clearly a certain sort of obsessive subject, but (assuming I don't bother with the search for my original authentic self) I wonder what else I want to do, right now.

Abstract This article discusses our analysis of over 2,000 articles published within 20 top business and management journals. The article empirically demonstrates how little attention is being paid by the work published within these journals to contemporary political issues across the globe. We also demonstrate the extent to which the same is true ofcritical'journals such as Organization.

In this paper I attempt to make connections between 'queer'theory and contemporary thinking about managing and organising. It is structured around a re-presentation of queer, particularly the work of Butler and Sedgwick, and a discussion of the potential consequences of queering for managers, managerial practices and the science of management. Throughout, I am primarily concerned with authority claims-both personal and institutional-as well as the relation between (critical) theory and (critical) practice.

During the lead up to the publication of this Special Issue, we invited several figures to engage our original call for contributions in what ever way they saw fit. As these commentaries proliferated, it became increasingly apparent to us that it would be worth staging a virtual roundtable discussion–that being an online discussion co-ordinated and chaired by ephemera (in this case represented by Stephen Dunne)–devoted to the question of what today's Business School is for.

Abstract This paper defines the circus as an institutionalized questioning of forms of stability and classification, and then enquires as to how such effects are produced. I begin with the cultural representations of the circus, and then move through sections on community, movement and economic organization. This order is intended to illustrate that the production of mystery is a complex affair, and that cultural and economic descriptions of this particular form of organization are necessarily entangled.

On the 12th of June 2008, an advert for 'Doritos', a flavoured corn chip snack, was broadcast from the EISCAT Space Centre in Svalbard, in the Arctic Ocean. Doritos are manufactured by the Frito-Lay Company of Plano, Texas, which is owned by PepsiCo Incorporated. In 2007, PepsiCo and its various subsidiaries delivered an operating profit of $8,025 million on a turnover of $39,474 million. The advert was aimed at a solar system 42 light years away orbiting the star 47 Ursae Majoris, in the constellation of the Plough.

This paper illustrates and theorises a tradition of 'gothic'representations of organisation in the last two centuries. It links Marx's conjunction between capital and the vampire, Dickensian melodrama, and Weber and Kafka's labyrinthine bureaucracy, to contemporary films that show power‐crazed lunatics at the top of corporate skyscrapers. I argue that this represents a powerful form of cultural critique through representation.

Abstract A few months before the first Moon landing, James Webb published his book Space Age Management. This article considers a number of ways in which the age of space was also the age of management, and perhaps also the end of the age of industry. I consider the cold war and new deal politics of the Apollo programme, as well as the complex but mundane forms of work organization that were necessary in order that the means could result in such spectacular ends.

This article makes connections between`queer' theory and contemporary thinking about management and organization. The article contains a re-presentation of queer, particularly the work of Butler and Sedgwick, and a discussion of the potential implications of queering for managers, managerial practices and the science of management. Most importantly, the article is also concerned with authority claims Ð both personal and institutional Ð and the relationship between (critical) theory and (critical) practice.

This paper presents a case study of management culture in a manufacturing organisation. Its general aim is to assess the usefulness of the concept ‘culture’ as it applies to organisations. After first establishing that the organisational members had a sense that their organisation was an unique ‘family’ the article then proceeds to argue that this ‘togetherness’ was, in many contexts, divided. Managers also had a series of conflictual orientations to other members that were partially defined by the managers organisational role but were also underwritten by assumptions about organisational history, community, biography and profession. The paper concludes by suggesting that, at this level of analysis, managers are not often an unified block with a common identity and that management culture is hence best seen as a map of oppositions and commonalities that reflects the wider culture that the organisation is a part of.

This paper contrasts the standard account of the relationship between containerisation and globalisation with a picture of multiple mobilities and moorings. I suggest that an account of containerisation cannot so easily be contained because sameness, security, plenty and economic rationality have also produced the aporias of difference, danger and emptiness as well as a diverse range of cultural representations. I take this to be a specific representation of a more general argument against the reduction in complex social and material mobilities to a determinist account of technology or a teleological version of history.

What follows is a dialogue, in the Platonic sense, concerning the justifications for "business ethics" as a vehicle for asking questions about the values of modern business organisations. The protagonists are the authors, Gordon Pearson – a pragmatist and sceptic where business ethics is concerned – and Martin Parker – a sociologist and idealist who wishes to be able to ask ethical questions of business. By the end of the dialogue we come to no agreement on the necessity or justification for business ethics, but on the way discuss the uses of philosophy, the meanings of integrity and trust, McDonald's, a hypothetical torture manufacturer and various other matters.