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Outputs (3)

Managers' learning in a UK local authority: the political context of an in-house MBA (2008)
Journal Article
Thursfield, D. (2008). Managers' learning in a UK local authority: the political context of an in-house MBA. Management Learning, 39(3), 295-309. https://doi.org/10.1177/1350507608090878

Public sector learning is often described as individualistic and operational. This article investigates an in-house MBA that was created explicitly to promote collective learning among managers in a UK local authority. The MBA was envisaged as an inn... Read More about Managers' learning in a UK local authority: the political context of an in-house MBA.

Mirror, mirror, on the wall: Reflecting on the ethics and effects of a collective critical management studies identity project (2008)
Journal Article
Reedy, P. (2008). Mirror, mirror, on the wall: Reflecting on the ethics and effects of a collective critical management studies identity project. Management Learning, 39(1), 57-72. https://doi.org/10.1177/1350507607085978

This article explores the relationship between the identity of critical management studies (CMS) academics and that of managers. The article argues that, as a result of the way in which CMS identities are pursued, managers often become represented as... Read More about Mirror, mirror, on the wall: Reflecting on the ethics and effects of a collective critical management studies identity project.