chapter  7
16 Pages

‘Dirty Management’: The Legacy of Chile and Argentina

ByMIGUEL IMAS

Management studies today appear to be the site of an ‘ongoing battle’ in which the stories (Czarniawska 1999) or theories produced are considered not neutral or value-free assessments of organizational practices but rather contested discursive constructions of ‘organizational realities’ (e.g., Oswick, Keenoy and Grant 2000). These discursive constructions embody specifi c forms of power and ideologies that infl uence the ways in which we imagine, theorize, write and practice management and organization in different locations around the world (see Guillén 1994). What I mean by ideology, as according to van Dijk (1998), are those general and abstract social beliefs shared by a group that control the more specifi c knowledge and opinions of a group; and power as the control held by those who have the authority to maintain these values and to impose political and economic control (Oteiza 2003).