دانلود مقاله ترجمه شده ایدئولوژی و گفتمان مدیریت استراتژیک: چارچوب پژوهش انتقادی

It is commonly assumed that senior managers in many organizations enjoy a monopoly over processes of decision-making (Alvesson & Willmott 1996), either directly, by taking decisions themselves, or indirectly, by their control over the decision-making of others within the organization. This monopoly is largely regarded as legitimate and necessary; it is felt natural that senior managers should take important decisions and, because they take responsibility for the decisions of others, they should also control them. Yet studies have shown that managerial control can be incomplete and may be resented and resisted by middle managers (Thomas 1996; Westley 1992). In addition, the competency of ‘strategic’ managers is often derided as they appear to foist half-baked plans and schemes on an unwilling workforce (Watson 1994), and send out contradictory and ambiguous messages to organizational members