Representations of sport in the revolutionary socialist press in Britain, 1988–2012

This paper considers how sport presents a dualism to those on the far left of the political spectrum. A long-standing, passionate debate has existed on the contradictory role played by sport, polarised between those who reject it as a bourgeois capitalist plague and those who argue for its reclamation and reformation. A case study is offered of a political party that has consistently used revolutionary Marxism as the basis for its activity and how this party, the largest in Britain, addresses sport in its publications. The study draws on empirical data to illustrate this debate by reporting findings from three socialist publications. When sport did feature it was often in relation to high profile sporting events with a critical tone adopted and typically focused on issues of commodification, exploitation and alienation of athletes and supporters. However, readers’ letters, printed in the same publications, revealed how this interpretation was not universally accepted, thus illustrating the contradictory nature of sport for those on the far left

Exposing the Contradictory Claims, Myths and Illusions of the “Secrets of Business Success and Company Longevity†Genre

Over the last three decades, several management consultants, academics and business practitioners have laid claim to identifying “the secrets†of business success and company longevity. However, a systematic analysis of 24 studies in this genre revealed fundamental disagreements over the elements these authors claim are the primary drivers of business performance and longevity, and demonstrates that they share eight methodological and analytical flaws. Furthermore, many of the claims they made about “the secrets†of business success have not stood the test of time. The paper explains why business practitioners will find little in these studies to help their companies become more successful now and in the future, and also speculates why several of these studies became international best-sellers during the 1980s, 1990s and 2000s. It concludes by suggesting some new avenues for future research in this domain, and highlights the practical implications of these findings for business practitioners

On bullshit in cultural policy practice and research : notes from the British case

In 2005, Harry G. Frankfurt, a retired professor of moral philosophy at Princeton University, made it into the best‐sellers chart with his book On Bullshit. Taking his essay as its starting point, this article explores the analysis of bullshit and the prevalence of bullshitting in the contemporary public sphere. Frankfurt’s short essay indeed provides an intellectual framework to interpret and understand contemporary rhetoric and practice in the cultural policy field, as well as recent trends in cultural policy research. Through a discussion of selected New Labour’s cultural policy documents in Britain, the article aims to show that many of the key actors in the cultural policy debate indeed display the ‘indifference to how things really are’ and the cultivation of vested interests which Frankfurt attributes to the activity of bullshitting. The final part of the text discusses the implications of the present status quo for ‘critical’ cultural policy research

Managerialism, the therapeutic habitus and the self in contemporary organising.

Over the last two decades, managerialism (Enteman, 1993) has become consolidated on multiple fronts. As a formula of governance, it has elaborated various vocabularies: the `audit society' (Power, 1997, 2007) has become entrenched in all types of organizations; surveillance methods (Lyon, 2001) have become increasingly dispersed and insidious; and — alongside —`new' concepts of subjectivity and the`self' are used to frame more intense regimes of self-discipline or what Tipton (1984) called `self-work'. These moves have been captured by Heelas (2002), Thrift (1997) and others in the term `soft capitalism'. In this article, we reflect upon this phenomenon by analysing some examples: `culture', `performativity', `knowledge' and `wellness'. Although they belong to a group often described as `fads' and `fashions' and dismissed as managerial `mumbo-jumbo', we suggest that their proliferation indicates a more stable cultural tendency of management discourses to capture subjectivity in its general agenda. We attempt to offer an historical-cultural interpretation from which this range of managerial concepts might be viewed. Our argument suggests that they have a certain cultural coherence that can be perhaps better glimpsed within a wider historical context. As a particular way in which managerialism frames its logic, analysing `soft capitalism' historically offers a reasonable basis for understanding the strength of its hard disciplinary edge as a regime of governance

Managerialism and "infinite human resourcefulness" : a commentary upon the "therapeutic habitus", "derecognition of finitude" and the modern sense of self.

This paper examines new managerial discourses and practices in which the dialectic of labour is reconstructed as a series of acts of self-understanding, self-examination and "self-work", and through which the "self qua self" is constituted as the central object of management technologies. We interrogate concepts such as "excellence", "total quality", "performance", "knowledge", "play at work" and "wellness" in order to decipher the ways in which managerialism deploys what we term therapeutic habitus, and projects a new horizon of "human resourcefulness" as a store of unlimited potentialities. We invoke management's wider historical-cultural context to situate managerialism within the framework of modernity as a cultural epoch whose main characteristic is what we term "derecognition of finitude". It is the modern synthesis "with the "self" at the centre of its system of values" that provides the ground for current elaborations of subjectivity by managerialism. The paper examines how current vocabularies and practices in organisations use "work" to rearticulate discursively the human subject as an endless source of performativity by configuring work as the site of complex and continuous self-expression. Management itself thus acquires a new discursive outline: instead of appearing as an authoritarian instance forcing upon workers a series of limitations, it now presents itself as a therapeutic formula mediating self-expression by empowering individuals to work upon themselves to release their fully realised identity