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dc.contributor.authorMowles, C.
dc.date.accessioned2010-06-07T10:48:36Z
dc.date.available2010-06-07T10:48:36Z
dc.date.issued2010
dc.identifier.citationMowles , C 2010 , ' Post-foundational development management - power, politics and complexity ' , Public Administration and Development , vol. 30 , no. 2 , pp. 149-158 . https://doi.org/10.1002/pad.563
dc.identifier.issn0271-2075
dc.identifier.otherPURE: 80894
dc.identifier.otherPURE UUID: fa4d3f1e-77fa-4844-bf76-ddcfd1b3cce9
dc.identifier.otherdspace: 2299/4549
dc.identifier.otherScopus: 77952371692
dc.identifier.urihttp://hdl.handle.net/2299/4549
dc.descriptionDefinitive article can be found at: http://www3.interscience.wiley.com/ Copyright John Wiley and Sons, Ltd. [Full text of this article is not available in the UHRA]
dc.description.abstractDevelopment management as a practice borrows extensively and uncritically from management theories developed in the private sector, which are based on ideas of predictability and control, and systemic whole change. In contemporary management discourse, we are always rushing towards an idealised tomorrow. This article sets out an alternative theory of management, which the author calls post-foundational management, drawing on concepts of emergence. This privileges the local and the contextual, and argues that generalised plans and strategies are always taken up in particular contexts with particular actors engaged in political contestation about how to go on together. The future, then, is always provisional, even if idealised and will arise from the interweaving of many intentions. Copyright © 2010 John Wiley & Sons, Ltd.en
dc.language.isoeng
dc.relation.ispartofPublic Administration and Development
dc.subjectcomplexity sciences
dc.titlePost-foundational development management - power, politics and complexityen
dc.contributor.institutionHertfordshire Business School
dc.contributor.institutionSocial Sciences, Arts & Humanities Research Institute
dc.contributor.institutionDepartment of Management, Leadership and Organisation
dc.contributor.institutionCentre for Research on Management, Economy and Society
dc.description.statusPeer reviewed
dc.relation.schoolHertfordshire Business School
dcterms.dateAccepted2010
rioxxterms.versionVoR
rioxxterms.versionofrecordhttps://doi.org/10.1002/pad.563
rioxxterms.typeJournal Article/Review
herts.preservation.rarelyaccessedtrue


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