Management spaces

  • David Courpasson
  • Jean-Claude Thoenig


Management practices give rise to a number of illusions and fantasies about how they relate to the real world. It inspires its diehard fans and its inventive gurus. It obsesses its weekend crit­ics, who say that a company is either a prison or a playground. But neither of these metaphors stands up to a closer scrutiny of executive rebellion.


Customer Relationship Manager Middle Manager Soft Constraint Management Space Locker Room 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. 1.
    A. Gramsci, Selection from the prison notebooks, New York, International Publishers, 1971.Google Scholar
  2. 2.
    M. Weber, Economy and society, (G. Roth and C. Wittich, eds), Berkeley, Calif., University of California Press, 1995.Google Scholar
  3. 3.
    E. Goffman, Asylums, Oxford, Doubleday, 1961.Google Scholar
  4. 4.
    J. G. March, The business firm as a political coalition, Journal of Politics, 24: 662–78, 1962.CrossRefGoogle Scholar
  5. 5.
    M. Koza and J. C. Thoenig, Rethinking the firm: organizational approaches, Organization Studies, 24 (8): 1219–29, 2003.CrossRefGoogle Scholar
  6. 6.
    T. Peters, Thriving on chaos: Handbook for a management revolution, Harper paperbacks, 1988.Google Scholar
  7. 7.
    Semler, R., Maverick: The success story behind the world’s most unusual workplace, New York, Warner Books, 1993.Google Scholar
  8. 8.
    M. Weinstein, Managing to have fun, New York, Freeside, 1996.Google Scholar
  9. 9.
    T. E. Deal and M. K. Key, Corporate celebration. play, purpose, and profit at work, San Francisco, Berret-Koehler, 1998.Google Scholar
  10. 10.
    S. Frenkel, M. Korcyznski, K. Shire and M. Tam, On the front line: Organization of work in the information society, Ithaca, NY, Cornell University Press, 1999.Google Scholar
  11. 11.
    R. M. Kanter, When giants learn to dance: Mastering the challenges of strategy, management and careers in the 1990s, New York, Simon and Schuster, 1989.Google Scholar
  12. 12.
    D. Courpasson, Soft constraint. liberal organizations and domination, Paris, Liber and Copenhagen Business School Press, 2006.Google Scholar

Copyright information

© David Courpasson & Jean-Claude Thoenig 2010

Authors and Affiliations

  • David Courpasson
    • 1
  • Jean-Claude Thoenig
    • 2
  1. 1.EMLYON Business SchoolFrance
  2. 2.University Paris-Dauphine and CNRS, INSEADFrance

Personalised recommendations