TY - JOUR
T1 - Leading through fear
T2 - Emotionality, Rationality and Innovation in a UK Manufacturing Company
AU - Lockyer, Joan
AU - McCabe, Darren
PY - 2011/1
Y1 - 2011/1
N2 - Many critical and mainstream accounts of innovation present leaders and managers as rational agents who innovate to secure organisational goals such as profitability, productivity and/or control. We draw on a case study of Organisational Innovation (OI) from the UK manufacturing sector to question this assumption of instrumental rationality through exploring the dysfunctional consequences of the use of fear. Using the case study, we explore how the dominance of instrumental rationality is such that actions undertaken in its name can serve, in some circumstances, to ensnare managers and, at times, silence dissent.
AB - Many critical and mainstream accounts of innovation present leaders and managers as rational agents who innovate to secure organisational goals such as profitability, productivity and/or control. We draw on a case study of Organisational Innovation (OI) from the UK manufacturing sector to question this assumption of instrumental rationality through exploring the dysfunctional consequences of the use of fear. Using the case study, we explore how the dominance of instrumental rationality is such that actions undertaken in its name can serve, in some circumstances, to ensnare managers and, at times, silence dissent.
KW - Emotion
KW - organisation
KW - rationality
KW - power
KW - fear
KW - Inequality
UR - https://www.researchgate.net/publication/264821780_Leading_through_fear_Emotion_rationality_and_innovation_in_a_UK_manufacturing_company
UR - https://www.scopus.com/pages/publications/78650748175
U2 - 10.1504/EJIM.2011.037782
DO - 10.1504/EJIM.2011.037782
M3 - Article
SN - 1751-6757
VL - 5
SP - 48
EP - 61
JO - European Journal of International Management
JF - European Journal of International Management
IS - 1
ER -