Demeaning, depriving, and isolating the academic subject: A case study of the degradation of professional autonomy

IF 2.8 3区管理学 Q2 MANAGEMENT

Management Learning Pub Date : 2023-11-02 DOI:10.1177/13505076231207938

Ronald Hartz

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Abstract

This article explores the dismantling of professional autonomy during a change management programme at a business school in the United Kingdom. The change programme proposed the disinvestment from research in Critical Management Studies (CMS) and Political Economy and resulted in compulsory redundancies. The study reconstructs the managerial processing of this ‘case for change’ with a particular focus on the mechanisms behind the dismantling of professional autonomy. Specifically, three mechanisms of degradation are highlighted: first, a managerial attitude of censorship and anti-intellectualism that serves to demean academic scholarship, second, the regulation of time, space and information that deprives academics of the means to defend themselves and, finally, the isolation of professionals and the creation of docile academic subjects. By focussing on the micro-physics of power and understanding the mundane processes through which it takes effect and circulates, the ways in which it routinely undermines the autonomy of those it wants out, the article offers further avenues to discuss ways to resist the dismantling of professional autonomy in the managerial university.

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贬低、剥夺和孤立学术主体:专业自主退化的个案研究

本文探讨了在英国一所商学院的变革管理课程中，专业自主权的瓦解。改革方案提议从关键管理研究(CMS)和政治经济学的研究中撤资，并导致强制性裁员。本研究重构了这一“变革案例”的管理处理过程，特别关注了专业自主性解体背后的机制。具体而言，强调了三种退化机制:第一，审查制度和反智主义的管理态度，有助于贬低学术研究;第二，对时间、空间和信息的管制，剥夺了学者为自己辩护的手段;最后，专业人员的孤立和创造温顺的学术科目。通过关注权力的微观物理学，理解权力产生作用和循环的平凡过程，以及权力通常破坏那些被它想要离开的人的自主权的方式，本文提供了进一步的途径来讨论如何抵制管理型大学中专业自主权的瓦解。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Management Learning MANAGEMENT-

CiteScore

6.10

自引率

29.20%

发文量

期刊介绍： The nature of management learning - the nature of individual and organizational learning, and the relationships between them; "learning" organizations; learning from the past and for the future; the changing nature of management, of organizations, and of learning The process of learning - learning methods and techniques; processes of thinking; experience and learning; perception and reasoning; agendas of management learning Learning and outcomes - the nature of managerial knowledge, thinking, learning and action; ethics values and skills; expertise; competence; personal and organizational change