Decolonizing Management and Organization Studies
Why, How, and What
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- Description
- Contents
- About
- Open Access
The ebook edition of this title is Open Access and freely available to read online.
Discussions on decolonizing management and organization studies have gained attention. This volume of Research in the Sociology of Organizations paves the way forward on what scholars from management and organization studies can or should not do to decolonize their discipline. How can we create a community sensitive to integrating diverse voices and perspectives that provide opportunities to diversify knowledge creation?
Acknowledging that knowledge creation requires diversification to establish impactful insights able to tackle the Sustainable Development Goals beyond the Western world, this collection further develops the literature that is needed to build measures for decolonized management and organization studies. Divided into five sections, Section A aims to take stock of existing debates on decolonizing management and organization studies and build directions for future research. In section B, authors of different expertise address the need and, therefore, the why for decolonizing management studies from various angles. Section C discusses the how questions and tries to elaborate on ideas and empirical examples to decolonize the discipline. In section D, the authors tackle and reflect on what needs to be fundamentally changed to allow the diversification of knowledge creation.
Concluding with reflections from prominent and young scholars of the discipline, Decolonizing Management and Organization Studies informs management organizational studies theory and contributes new insights for the academic community.
Embarking on a Journey Towards Decolonization; Emamdeen Fohim
- Section I. Opening
- Chapter 1. Decolonizing Ourselves; Michael Lounsbury
- Chapter 2. Decolonizing Management and Organization Studies: Taking Stock and Looking Forward; Tapiwa Seremani and Sandiso Bazana
- Section II. Why Should We Decolonize Management and Organization Studies?
- Chapter 3. Geographic Inequality in Management Scholarship: Data-Driven Estimates and Trends; Abhishek Nagaraj and Hongyu Yao
- Chapter 4. Decolonizing Entrepreneurship: Time to Open Both Eyes; Albert E. James, Aidin Salamzadeh, and Léo-Paul Dana
- Chapter 5. Grand Challenges, Decoloniality and Management Scholarship; Jess Auerbach Jahajeeah, Ali Aslan Gümüsay, Esther Salvi, Georg von Richthofen, and Lehlohonolo Kekana
- Section III. How Can We Decolonize Management and Organization Studies?
- Chapter 6. Reducing Epistemic Violence in the Pursuit of Organization Studies Through Reflective Praxis: Some Reflections; Snehanjali Chrispal
- Chapter 7. Access to the Local Lived Experiences: A Phenomenological Approach to Decolonize Management and Organization Studies; Tadashi Uda
- Chapter 8. Taking Context Seriously Through a Phenomenology of Place: An Illustration of Home-Based Work; Bernadetta Aloina Ginting-Szczesny, Carmelita Euline Ginting-Carlström, Ewald Kibler, and Myrto Chliova
- Section IV. What Aspects of Management and Organization Studies Should Be Decolonized?
- Chapter 9. Mātauranga Māori: A Case of Incorporating Indigenous Māori Knowledge in a Business School Minor; Ella Henry
- Chapter 10. Decolonizing Through Virtual Exchanges? Reflections on an Educational Experiment Between Botswana and Switzerland; Michael Asiedu, Dorothy Mpabanga, Claus D. Jacobs, and Mogopodi Lekorwe
- Chapter 11. The Role of Africa Journal of Management in Decolonizing Management and Organization Studies; Baniyelme D. Zoogah, Stella M. Nkomo, and Moses N. Kiggundu
- Chapter 12. Curating Open Ac ademic Fora; Anupama Kondayya, Emamdeen Fohim, and Markus A. Höllerer
- Section V. Further Explorations
- Chapter 13. At the Risk of Not Being Decolonial Enough; Luciano Barin Cruz, Charlene Zietsma, Natalia Aguilar Delgado, and Sarah de Smet
- Chapter 14. Decolonizing as an Ever Beginning; Diane-Laure Arjaliès, Julie Bernard, Oana Branzei, Luciana Cezarino, Leanne Cutcher, Luke Fiske, Tauriq Jenkins, Lara Liboni, Lucas Stocco, and Gasodá Suruí
- Chapter 15. Toward “A Charta”; Chintan Kella, Shaista E. Khilji, Leanne Hedberg, Medina Williams, and Jean-Pierre Imbrogiano
Emamdeen Fohim is a postdoctoral fellow at the KPM Center for Public Management at the University of Bern, Switzerland. As co-initiator of the ‘Centre for African Smart Public Value Governance’, he believes in the necessity to diversify knowledge creation to establish practical insights that align with a local context.