Should Critical Management Studies and Organization Development Collaborate? Invitation to a Contemplation

In this article, the author argues that despite important differences between Critical Management Studies (CMS) and Organization Development (OD), there is enough common ground to make a dialogue worthwhile for both fields and for management practice. The author outlines some major objectives of each field, noting some important but frequently overlooked similarities and complementarities between them. Power and empowerment are offered as examples of focal topics around which the two disciplines could have a productive discussion, suggesting that such an exchange would help CMS’ important insights about power to have more of an impact on organizational practice while enhancing OD\u27s ability to tackle issues of power, domination, and politics. Such a conversation can eventually result in improved management practice –more mindful of issues of power and domination-with benefits for both organizational performance and employees\u27 well-being

How to turn a brand's friends (and detractors) into evangelists: The case of Canadian wine

With conversion rituals, cool-climate wineries in Ontario managed to overcome a reputation for low quality, write Felipe G. Massa, Wesley Helms, Maxim Voronov and Liang Wan

On the AKSZ formulation of the Rozansky-Witten theory and beyond

Using the AKSZ formalism, we construct the Batalin-Vilkovisky master action for the Rozansky-Witten model, which can be defined for any complex manifold with a closed (2,0)-form. We also construct the holomorphic version of Rozansky-Witten theory defined over Calabi-Yau 3-fold.Comment: 12 page

Beyond the Feeling Individual:Insights from Sociology on Emotions and Embeddedness

Organizational scholars have treated emotions mostly as an individual-level phenomenon, with limited theorisation of emotions as an important component in social embeddedness. In this review essay, we argue for the need for a toolkit to study emotions as an inherently social phenomenon. To do so, we apply insights from sociology that have been under-utilized in management and organization research. We focus on three sociological concepts: collective emotions and social bonds, emotional energy and moral batteries, and emotional capital. We then develop an integrative model of emotional embeddedness to emphasize that emotions are socially constructed and socially authorized. We end the paper by setting out a research agenda for more research in management and organization that is informed by these three concepts