Management education and the theatre of the absurd

In this paper we adopt a humanities perspective to reflect on the nature of business schools and management education (Vargish, 1991; March & Weil, 2005; Adler, 2006; McAuley & Sims, 2009). Business schools have been criticised for becoming the “hired hands” of business (Khurana, 2007) to the detriment of a higher purpose, institutions that champion a utilitarian morality, the shallowness and indeed the dangers of which are revealed in various business scandals and especially the financial crisis of 2007-8, the effects of which cast a long shadow over today’s economic and social landscape. This has led to the criticism that business schools have lost part of their essential “philosophic connection” to issues of humanity and human identities (Augier & March, 2011: 233-4). We argue that one way to encourage philosophical reconnection is to expand management education’s engagement with the humanities (Czarniawska & Gagliardi, 2006)

Deal or no deal? Some reflections on the ‘Baker-Thompson rule,’ ‘matching,’ and ‘market design’

This article raises the issue of why the idea of a ‘deal’ has become so prevalent in the discussion of political matters and policy proposals associated with future economic developments. It does this by linking the deal with several features of market design. Principal amongst these are game theory and matching algorithms. The Barker-Thompson Rule is presented as an example of a particular type of market construction operating in a game theoretic context, while the ‘matching engine’ is explored in a variety of contexts where it is argued to have become a standardized technique indicating to a possible reshaping of the economic terrain more generally. The consequences of these developments and trends are the emergence of a ‘dealing culture’ that threatens to overwhelm other forms of decision-making and consume the policy-making environment with the immediacy of its dealing logic