The formation of the first Islamic bank in Germany in 2015 came with considerable tensions at the interface of the religious logic, on the one hand, and the state logic, on the other. With the Islamic religious logic being novel to the German field of banking and finance, innovative templates were established to deal effectively with the resulting tensions and conflicts. Drawing on qualitative data, we investigate how the bank, with its strong commitment to Islam, navigated such novel institutional complexity and the challenges stemming from the jurisdictional overlap. We identify four distinct compromise mechanisms in this institutionally complex situation, in which a committed actor prioritizes one logic over another: explaining, convincing, conceding and suspending. Importantly, as options, these mechanisms are situated in a cascading order of preference for the focal actor. More generally, our research posits that in any encounter between institutional logics in which the specific instantiation of a logic stems from a foreign interinstitutional system, the resulting novel institutional complexity may necessitate the development of innovative templates which, at the same time, may imply ‘stretching’ an institutional logic and, in consequence, impact the compatibility of its jurisdictional claims.
The author teams in this Point-Counterpoint (PCP) put forward contrasting views regarding the benefits – or otherwise – of using commercially generated corporate ‘big data’ algorithms to inform scholarly research. In this editorial, I reflect on the lines of reasoning for, and against, whether such data offers a reliable means of building new theory. Are academics who refuse to mine and analyse corporately owned big data taking sensible steps to manage scholarly integrity? Or are they Luddites? I invite readers to consider these timely and provocative PCP articles and to consider the implications, for management studies, of the key arguments presented.
In this paper, we review the development of critical management studies, point at problems and explore possible developments. We begin by tracing out two previous waves of critical management studies. We then focus on more recent work in critical management studies and identify ten over-arching themes (Academia, alternatives organizations, control and resistance, discourse, Foucauldian studies, gender, identity, Marxism, post-colonialism, and psychoanalysis). We argue that CMS has largely relied on one-dimensional critique which focused on negation. This has made the field increasingly stale, focused on the usual suspects and predictable. We identify a number of problems calling for critique and rethinking. We label these author-itarianism, obscurantism, formulaic radicalism, usual-suspectism and empirical light-touchism.
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