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James R. Barker [5]James Barker [2]James Michael Barker [1]James H. Barker [1]
  1.  7
    A Complexity Theory Framework of Issue Movement.James R. Barker & Cedric E. Dawkins - 2020 - Business and Society 59 (6):1110-1150.
    This research draws on complexity theory to provide an alternative conceptualization of issue management. We use six dynamics of complexity drawn from complex adaptive systems—equipoise, turbulence, sensitive conditions, bifurcation, attractor emergence, and symmetry breaking—to develop a metaphorical framework that describes what occurs during various periods of issue activity and what propels issues from one period of activity to another. We illustrate the framework with a case study of the pharmaceutical industry response to the HIV/aids pandemic in Sub-Saharan Africa. The article (...)
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  2.  30
    Neither Good, nor Bad, but Dangerous: Surveillance as an Ethical Paradox. [REVIEW]Graham Sewell & James R. Barker - 2001 - Ethics and Information Technology 3 (3):181-194.
    We argue for a discursive ethic of surveillancethat accounts for the paradoxes that thephenomenon presents to today's organisationalmembers. We first we develop a genealogy ofprivacy and illustrate its relation tosurveillance, focusing on the antinomianrelationship between the public and private. Then we review the common ethicaltensions that arise in today's technologicallyintensive workplace. Lastly, we develop acritical approach to the ethical status ofprivacy and surveillance – a micro-ethics – that remains open todiscursively-based negotiation by those whofind themselves at the verypoint of scrutiny.
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  3. Directions for Thought Leadership in Discourse and Communication: A Commentary on Jian Et Al.James R. Barker - 2008 - Discourse and Communication 2 (3):333-337.
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  4. Tightening the Iron Cage: Concertive Control in Self-Managing Teams.James R. Barker - 2005 - In Christopher Grey & Hugh Willmott (eds.), Critical Management Studies: A Reader. Oxford University Press.
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  5. Yupiit Yuraryarait: Yup'ik Ways of Dancing.James H. Barker, Ann Fienup-Riordan & Theresa Arevgaq John - 2010 - University of Alaska Press.
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  6.  1
    Covenons! We Owe Our Store to the Company's Soul..James R. Barker & Charles J. Yoos ii - 2008 - Journal of Human Values 14 (2):141-155.
    We argue that in contemporary business organizations, in which fundamental purpose is construed to be increased value—especially in ‘participative’ organizations, in which non–hierarchal interaction is the norm; and in ‘adaptive’ organizations, in which unpredictable change is the rule—a process of values covenanting will be much more valueable than just espoused values or even values covenants. We propose such a process model for organizational values covenanting and argue that such covenanting reflects an anthropomorphism of the human character development process, validated in (...)
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