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Functional stupidity: A critique

Alvesson and Spicer’s 2012 paper ‘A stupidity-based theory of organizations’, published in the Journal of Management Studies, is an audacious attempt to introduce a new concept into academic discourse and public debate – the concept of ‘functional stupidity’. To a large extent, the authors have been successful: not only has the concept been taken up by organizational researchers, it has also gained widespread coverage in the international business press.

The anti-corruption package

Corruption, the abuse of power for private gain, or more generally, the degradation or deformation of the political order, has been with us since the earliest classical city-states. So have complaints about corruption, and so have various politicians who pledged to ‘do something’ about it.*

The seductions of temporary urbanism

In the current discourse of low-budget urbanity, there is a special place for projects and practices of temporary reuse. While the idea of temporary urban uses is often understood as encompassing a highly heterogeneous variety of practices and projects, and defying strict definitions (Bishop and Williams, 2012), the currency in common parlance of terms such as pop-up shops, guerrilla gardens and interim uses bears witness to the existence of a shared imaginary of marginal and alternative temporary practice (DeSilvey and Edensor, 2013; Hou, 2010).

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