Professor Mats Alvesson

Professor of Management

Bayes Business School, Faculty of Management

Contact

Visit Mats Alvesson

Bunhill Row

Postal address

Bayes Business School
106 Bunhill Row
London
EC1Y 8TZ
United Kingdom

Publications

Books (2)

  1. Willmott, H. and Alvesson, M. (1996). Making Sense of Management: A Critical Introduction. Sage. ISBN 978-0-8039-8388-5.
  2. Willmott, H. and Alvesson, M. (1992). Critical Management Studies. Sage Publications.

Chapters (10)

  1. Spicer, A. and Alvesson, M. (2014). Critical Perspectives On Leadership. In Day, D. (Ed.), The Oxford Handbook of Leadership and Organizations (pp. 40–56). Oxford University Press, USA. ISBN 978-0-19-975561-5.
  2. Lemmergaard, J. and Muhr, S. (2013). Critical Perspectives on Leadership. Edward Elgar Publishing.
  3. Grant, D., Iedema, R. and Oswick, C. (2011). Discourse and Critical Management Studies. Oxford University Press.
  4. Willmott, H. and Alvesson, M. (2011). Critical Management Studies: An Introduction. In Willmott, H. and Alvesson, M. (Eds.), Critical Management Studies (4 volume set) SAGE Publications Ltd. ISBN 978-0-85702-375-9.
  5. Spicer, A. and Alvesson, M. (2010). Theories of Leadership. In Alvesson, M. and Spicer, A. (Eds.), Metaphors We Lead By: Understanding Leadership in the Real World (pp. 8–30). Routledge.
  6. Spicer, A. and Alvesson, M. (2010). Metaphors for Leadership. In Alvesson, M. and Spicer, A. (Eds.), Metaphors We Lead By: Understanding Leadership in the Real World (pp. 31–50). London: Routledge.
  7. Levy, D.L., Alvesson, M. and Willmott, H. (2003). Critical Approaches to Strategic Management. Studying Management Critically (pp. 92–110). SAGE Publications Ltd.
  8. Willmott, H. and Alvesson, M. (1995). Strategic Management as Domination and Emancipation: From Planning and Process to Communication and Praxis. Advances in Strategic Management (pp. 85–112). Jai Press.
  9. Willmott, H. and Alvesson, M. (1992). Critical Theory and Management Studies: An Introduction. In Alvesson, M. and Willmott, H. (Eds.), Critical Management Studies (pp. 1–20). Sage Publications. ISBN 978-0-8039-8455-4.
  10. Willmott, H. and Alvesson, M. (1990). Critical Theory and the Sciences of Management. In Gastelaars, E., Magala, S. and Preuss, O. (Eds.), Critical theory and the science of management (The Frankfurt School : How relevant is it today?) (pp. 23–74). Rotterdam: University of Rotterdam. ISBN 978-90-237-1149-0.

Conference paper/proceedings

  1. Alvesson, M. and Empson, L. (2006). The construction of organizational identity: Comparative case studies of consulting firms. Academy of Management Conference (OMT Division) Atlanta.

Journal articles (32)

  1. Einola, K. and Alvesson, M. (2021). When ‘Good’ Leadership Backfires: Dynamics of the leader/follower relation. Organization Studies, 42(6), pp. 845–865. doi:10.1177/0170840619878472.

    [publisher’s website]

  2. Schaefer, S.M. and Alvesson, M. (2020). Epistemic Attitudes and Source Critique in Qualitative Research. Journal of Management Inquiry, 29(1), pp. 33–45. doi:10.1177/1056492617739155.

    [publisher’s website]

  3. Gjerde, S. and Alvesson, M. (2020). Sandwiched: Exploring role and identity of middle managers in the genuine middle. Human Relations, 73(1), pp. 124–151. doi:10.1177/0018726718823243.

    [publisher’s website]

  4. Einola, K. and Alvesson, M. (2019). The making and unmaking of teams. Human Relations, 72(12), pp. 1891–1919. doi:10.1177/0018726718812130.

    [publisher’s website]

  5. Alvesson, M. and Einola, K. (2019). Warning for excessive positivity: Authentic leadership and other traps in leadership studies. The Leadership Quarterly, 30(4), pp. 383–395. doi:10.1016/j.leaqua.2019.04.001.

    [publisher’s website]

  6. Alvesson, M. (2019). Leadership: Convergence and Divergence in Leadership Relations. Journal of Management Inquiry, 28(3), pp. 319–334. doi:10.1177/1056492617717339.

    [publisher’s website]

  7. Alvesson, M., Hallett, T. and Spicer, A. (2019). Uninhibited Institutionalisms. Journal of Management Inquiry, 28(2), pp. 119–127. doi:10.1177/1056492618822777.

    [publisher’s website]

  8. Alvesson, M. (2019). Waiting for Godot: Eight major problems in the odd field of leadership studies. Leadership, 15(1), pp. 27–43. doi:10.1177/1742715017736707.

    [publisher’s website]

  9. Alvesson, M. and Blom, M. (2019). Beyond leadership and followership. Organizational Dynamics, 48(1), pp. 28–37. doi:10.1016/j.orgdyn.2017.12.001.

    [publisher’s website]

  10. Alvesson, M. and Einola, K. (2018). Excessive work regimes and functional stupidity. German Journal of Human Resource Management: Zeitschrift für Personalforschung, 32(3-4), pp. 283–296. doi:10.1177/2397002218791410.

    [publisher’s website]

  11. Alvesson, M. and Spicer, A. (2018). Neo-Institutional Theory and Organization Studies: A Mid-Life Crisis? Organization Studies. doi:10.1177/0170840618772610.
  12. Alvesson, M. and Jonsson, A. (2018). The bumpy road to exercising leadership: Fragmentations in meaning and practice. Leadership, 14(1), pp. 40–57. doi:10.1177/1742715016644671.

    [publisher’s website]

  13. Alvesson, M. (2018). Grandiosity, and functional stupidity. PSYCHOLOGIST, 31, pp. 50–53.
  14. Alvesson, M. and Kärreman, D. (2016). Intellectual Failure and Ideological Success in Organization Studies. Journal of Management Inquiry, 25(2), pp. 139–152. doi:10.1177/1056492615589974.

    [publisher’s website]

  15. Alvesson, M. and Spicer, A. (2016). (Un)Conditional surrender? Why do professionals willingly comply with managerialism. Journal of Organizational Change Management, 29(1), pp. 29–45. doi:10.1108/jocm-11-2015-0221.

    [publisher’s website]

  16. Spicer, A., Alvesson, M. and Kärreman, D. (2016). Extending critical performativity. Human Relations, 69(2), pp. 225–249. doi:10.1177/0018726715614073.

    [publisher’s website]

  17. Alvesson, M. and Robertson, M. (2016). Money Matters: Teflonic Identity Manoeuvring in the Investment Banking Sector. Organization Studies, 37(1), pp. 7–34. doi:10.1177/0170840615593591.

    [publisher’s website]

  18. Alvesson, M. and Gabriel, Y. (2015). Grandiosity in contemporary management and education. MANAGEMENT LEARNING, 47(4), pp. 464–473. doi:10.1177/1350507615618321.
  19. Blom, M. and Alvesson, M. (2015). All-inclusive and all good: The hegemonic ambiguity of leadership. Scandinavian Journal of Management, 31(4), pp. 480–492. doi:10.1016/j.scaman.2015.08.001.

    [publisher’s website]

  20. Blom, M. and Alvesson, M. (2014). Leadership On Demand: Followers as initiators and inhibitors of managerial leadership. Scandinavian Journal of Management, 30(3), pp. 344–357. doi:10.1016/j.scaman.2013.10.006.

    [publisher’s website]

  21. Alvesson, M. and Sandberg, J. (2014). Habitat and Habitus: Boxed-in versus Box-Breaking Research. Organization Studies, 35(7), pp. 967–987. doi:10.1177/0170840614530916.

    [publisher’s website]

  22. Alvesson, M. and Kärreman, D. (2013). The closing of critique, pluralism and reflexivity: A response to Hardy and Grant and some wider reflections. Human Relations, 66(10), pp. 1353–1371. doi:10.1177/0018726713477460.

    [publisher’s website]

  23. Alvesson, M. and Gabriel, Y. (2013). Beyond Formulaic Research: In Praise of Greater Diversity in Organizational Research and Publications. Academy of Management Learning & Education, 12(2), pp. 245–263. doi:10.5465/amle.2012.0327.

    [publisher’s website]

  24. Alvesson, M. (2013). Do we have something to say? From re-search to roi-search and back again. Organization, 20(1), pp. 79–90. doi:10.1177/1350508412460996.

    [publisher’s website]

  25. Alvesson, M. and Sandberg, J. (2013). Has Management Studies Lost Its Way? Ideas for More Imaginative and Innovative Research. Journal of Management Studies, 50(1), pp. 128–152. doi:10.1111/j.1467-6486.2012.01070.x.

    [publisher’s website]

  26. Alvesson, M. and Spicer, A. (2012). A Stupidity-Based Theory of Organizations. Journal of Management Studies, 49(7), pp. 1194–1220. doi:10.1111/j.1467-6486.2012.01072.x.

    [publisher’s website]

  27. Alvesson, M. and Spicer, A. (2012). Critical leadership studies: The case for critical performativity. Human Relations, 65(3), pp. 367–390. doi:10.1177/0018726711430555.

    [publisher’s website]

  28. Alvesson, M. (2011). De-Essentializing the Knowledge Intensive Firm: Reflections on Sceptical Research Going against the Mainstream. Journal of Management Studies, 48(7), pp. 1640–1661. doi:10.1111/j.1467-6486.2011.01025.x.

    [publisher’s website]

  29. Alvesson, M. and Sandberg, J. (2011). Generating Research Questions Through Problematization. Academy of Management Review, 36(2), pp. 247–271. doi:10.5465/amr.2009.0188.

    [publisher’s website]

  30. Alvesson, M., Hardy, C. and Harley, B. (2008). Reflecting on Reflexivity: Reflexive Textual Practices in Organization and Management Theory. Journal of Management Studies, 45(3), pp. 480–501. doi:10.1111/j.1467-6486.2007.00765.x.

    [publisher’s website]

  31. Alvesson, M. and Empson, L. (2008). The construction of organizational identity: Comparative case studies of consulting firms. Scandinavian Journal of Management, 24(1), pp. 1–16. doi:10.1016/j.scaman.2007.10.001.

    [publisher’s website]

  32. Alvesson, M. and Willmott, H. (2002). Identity Regulation as Organizational Control: Producing the Appropriate Individual. Journal of Management Studies, 39(5), pp. 619–644. doi:10.1111/1467-6486.00305.

    [publisher’s website]