critical performativity

You can do things with words: Considering the performativity of performativity of economics

‘And then I discovered, you can do things with words!’ This enthusiastic exclamation marked the turning point of an academic career as it was once narrated to me at a conference dinner. The narrator had been trained in mainstream economics, but as he moved on from his PhD (a very complex, very sophisticated piece of quantitative research, I was given to understand) a certain uneasiness with the dogmas of the dismal science began to trouble our protagonist. Accordingly, he went on a quest to broaden his disciplinary horizons and had his eureka moment when stumbling upon J. L.

Managing the human

HRM research has historically either been focused on the way HRM directly contributes to company profit and short-term organizational goal achievement (so-called Hard HRM), or on how HRM could contribute to creating long-term collaborative regimes (so-called Soft HRM) that develop the quality of working life and the long-term viability of the organization. In other words, HRM practices have traditionally departed from a managerial perspective, which leaves out other stakeholder interests than the management or owners.

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