This article offers an interpretation of theories of management and organisation from the perspective of Hannah Arendt’s theory of free action. This endeavour will contribute to criticism and eventually improvement of the conceptual framework of management and organisation theory. We discuss conceptual tensions in this field, for instance with respect to the relationship between human action and the constraints of an organisation. To the extent that management and organisation theory are practiceoriented, such an analysis can help to understand tensions and (...) ambiguities in practice. Some of the optimism and high hopes found in the literature may have to be tempered as a consequence of a more adequate analysis of free action. The analysis therefore provides a critical point of view on the problems of managing freely acting people. (shrink)

This article offers an interpretation of theories of management and organisation from the perspective of Hannah Arendt’s theory of free action. This endeavour will contribute to criticism and eventually improvement of the conceptual framework of management and organisation theory. We discuss conceptual tensions in this field, for instance with respect to the relationship between human action and the constraints of an organisation. To the extent that management and organisation theory are practiceoriented, such an analysis can help to understand tensions and (...) ambiguities in practice. Some of the optimism and high hopes found in the literature may have to be tempered as a consequence of a more adequate analysis of free action. The analysis therefore provides a critical point of view on the problems of managing freely acting people. (shrink)

In the reflection on organisations there is a tradition that focuses on the dimensions of power within organisations. Generally in that tradition, organisations are interpreted as complex unities of individuals and coalitions who try to influence the functioning of organisations with a view to their values and interests. This tradition presents itself in opposition to mainstream thinking about organisations in which they are interpreted as technical systems for making profits through efficient ways of production. This dichotomy of tradition reflects more (...) or less Habermas's dichotomy of communicative and instrumental reason. In this article I develop a perspective that goes beyond this dichotomy. I try to show by means of a critical analysis of organisations from a "technological" perspective that organisations are necessarily open to democratic actions. This can be considered as an unforeseen application or example of the Habermasian communicative reason. (shrink)