The Consolations of Organization Theory

Abstract

The call for greater relevance in management research leads us to examine the remedies offered by organization theory to organizational problems. In contrast to Starkey and Madan (2001), we argue that research engagement with other academic disciplines helps produce broadly useful knowledge. Installing practitioners in central places in the research process may focus research on short‐run rather than deep‐seated processes. We illustrate the relevance of organization theory through two examples of how apparently esoteric knowledge (produced through cross‐disciplinary collaboration) can have surprising application. First we show how the social network perspective proved useful in rescuing a manager from the perils of unpopularity. Second, we show how deconstruction can uncover the institutionalized routines that disempower managers and workers. Neither the management training centers nor the web‐based learning initiatives admired by Starkey and Madan are likely to deliver insights that address deep‐seated processes of change within society. Collaboration with academics across the university can further our goals of research relevant to practitioners.