Border Thinking in Action: Should Critical Management Studies Get Anything Done?

Abstract

Purpose

Drawing upon the concepts of transmodernity, pluriversality and border thinking the author stands in a more practical fashion for the co-creation of an-other performative CMS which fosters the decolonization of (critical) management studies – as a way to contribute “to concretely changing the world(s) for the better” (as claimed by the organizers of the symposium “should critical management studies get anything done?” held at the Academy of Management Meeting in 2012 in Boston).

Methodology/approach

From a more practical and less opaque perspective on border thinking it is shown how and why border thinking can both enable and constrain critical scholars and people to move across the borders of the colonial difference and from Eurocentric modernity toward transmodern pluriversality.

Findings

The current performative turn of CMS fails to address the agency of critical knowledge as a potential reworking of Occidentalism which can be mobilized to “manage” the rise of alternatives and knowledges from the rest of the world in general and from emerging economies in particular.

Originality/value of chapter

Border thinking as a crucial concept from the coloniality/modernity research program from Latin America is taken as an important contribution from the colonial difference to the co-creation of decolonial management studies (DMS), an-other performative CMS which fosters the construction of a world in which many worlds and knowledges can coexist as a way to change it for the better.

Citation

Faria, A. (2013), "Border Thinking in Action: Should Critical Management Studies Get Anything Done?", Getting Things Done (Dialogues in Critical Management Studies, Vol. 2), Emerald Group Publishing Limited, Leeds, pp. 277-300. https://doi.org/10.1108/S2046-6072(2013)0000002018