The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.
In this book, Mats Alvesson aims to demystify some popular and upbeat claims about a range of phenomena, including the knowledge society, consumption, branding, higher education, organizational change, professionalization, and leadership. He contends that a culture of grandiosity is leading to numerous inflated claims. We no longer talk about plans but 'strategies'. Supervisors have been replaced by 'managers', managers are referred to as executives. Management is about 'leadership'. Giving advice is 'coaching'. Companies become 'knowledge-intensive firms'. The book views the contemporary economy as an economy of persuasion, where firms and other institutions increasingly assign talent, energy, and resources to rhetoric, image, branding, reputation, and visibility. Using a wide range of empirical examples to illuminate the realms of consumption, higher education, organization, and leadership, this provocative and engaging book challenges established assumptions and contributes to a critical understanding of society as a whole.
Mats Alvesson is Professor of Business Administration at the University of Lund, Sweden and at University of Queensland Business School, Australia. Recent books include Qualitative Research and Theory Development (Sage 2011, with Dan Karreman), Interpreting Interviews (Sage 2011), Metaphor we LeadBy: Understanding Leadership in the Real World (Routledge 2011, ed with Andre Spicer), The Oxford Handbook of Critical Management Studies (Oxford University Press, edited with Todd Bridgman and Hugh Willmott), Understanding Gender and Organizations (Sage, 2009, 2nd ed, with Yvonne Billing), Reflexive Methodology (Sage, 2009, 2nd ed, with Kaj Skoldberg), Changing Organizational Culture (Routledge 2008, with Stefan Sveningsson), Knowledge Work and Knowledge-Intensive Firms (Oxford University Press, 2004).