The book recognizes the political nature of management knowledge as a discourse produced from, and reproducing, power processes within and between organizations. This theme underpins discussion of the ways in which management ideas and practices `produce′ managers of a particular kind - person of enterprise, bureaucrat, heroic leader and so on. Critical examinations of certain current management theories - lean production, excellence, entrepreneurship - illuminate the myriad modes in which relations of power intermingle with relations of knowledge.

Eminent authors from a variety of countries address the social and political processes involved in cross-cultural transference of management ideas across the world. They also look to the future, stressing the need for a substantial new understanding that is less attuned to the corporate worlds of today and more appropriate for the increasingly diverse organizations likely to emerge in the twenty-first century.

`A valuable collection of readings which will assist both academics and practising managers who are seeking clarification on the themes and language of postmodernism as a framework for interpreting management knowledge - one most likely to assist management educators gain further insights into a field which is being recognised as extensive and complex′ - Financial Times, New Delhi

`I highly recommend this book to anyone interested in critical approaches to management′ - Asia Pacific Business Review

`The reader will find a number of stimulating analyses of management practices′ - European Journal of Work and Organizational Psychology

`The Politics of Management Knowledge

explores the relations between management knowledge, power and practice within the context of globalisation.... [the book] presents open discussion on a range of issues, identification of advantages and disadvantages of various perspectives followed by the identification of possible criteria for choosing a solution. There is a constant ideology throughout that is averse to adopting one model, rather the need for flexibility and creative lateral thinking is encouraged in the reader. Overall I feel that this is an interesting read which could benefit many academics and students′ - School Leadership and Management

Stewart Clegg is Professor at the University of Sydney in the School of Project Management and the John Grill Institute for Project Leadership and an Emeritus Professor of the University of Technology Sydney.