Climate change is now the ever-present reality of human experience. In recent times we have witnessed a procession of huge hurricanes batter the US and Caribbean, record-breaking monsoons flooding Asia, and in Australia, despite the death of up to half of the Great Barrier Reef in back-to-back coral bleaching events, political support for new mega-coal mines and coal-fired power stations. While there is now clear scientific agreement that the world is on track for global temperature increases of as much as 4 degrees Celsius by century’s end (threatening the very viability of human civilization), our political and economic masters continue to double down on the fossil fuel bet, transforming perhaps the greatest threat to life on this planet into ‘business as usual’.
Professor Carl Rhodes of the University of Technology Sydney recently published an excellent review of our book Climate Change, Capitalism and Corporations: processes of Creative Self-Destruction in the journal Organization in July 2017. You can read the full review below.
The cover of Christopher Wright and Daniel Nyberg’s Climate Change, Capitalism, and Corporations features the artwork Insatiable by Theodore Bolha and Christopher Davis. The image is dirty, brooding and apocalyptic. At its centre is a naked man, bent over and screaming. An industrial landscape weighs heavy on his back as black smoke pumps into the murky sky. As if about to fall to his knees and crawl, he follows a small group of wild animals all heading to a precipice, seemingly unaware of their impending doom. The image is suggestive of humankind’s bleak destiny wrought at the hands of its own creation yet seemingly beyond its own control. It is an ominous and pessimistic portrayal of the effects of an insatiable industrial machine. Continue reading Approaching the precipice? A review of Climate Change, Capitalism and Corporations
A common theme in popular business discourse is the demise of bureaucracy and the emergence of a new, more liberating post-bureaucratic era. While subject to variation, common themes in this genre include organisations becoming less insular, hierarchical and rule-bound and more change-focused, enterprising and collaborative. Indeed, the persona of the manager as leader is a recurring image. A ‘high-flyer’, familiar with consulting and MBA techniques, experienced in a wide range of industry settings and jumping from one corporate turnaround to the next.
But as is so often the case in claims of fundamental change, there is good reason to be sceptical about the demise of bureaucracy and the birth of this ‘new’ 21st century organisational ideal. In our recent book Management as Consultancy: Neo-bureaucracy and the Consultant Manager, Andrew Sturdy, Nick Wylie and I argue that while large organisations are changing, there are also strong resonances with the past. Based on an extensive analysis of Australian and British corporations, we find that managers are becoming less explicitly hierarchical and more market and change oriented. Continue reading The Age of Neo-bureaucracy