Extending Critical Performativity

André Spicer, Mats Alvesson, Dan Kärreman

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    In this article we extend the debate about critical performativity. We begin by outlining the basic tenets of critical performativity and how this has been applied in the study of management and organization. We then address recent critiques of critical performance. We note these arguments suffer from an undue focus on intra-academic debates; engage in author-itarian theoretical policing; feign relevance through symbolic radicalism; and repackage common sense. We take these critiques as an opportunity to offer an extended model of critical performativity that involves focusing on issues of public importance; engaging with non-academic groups using dialectical reasoning; scaling up insights through movement building; and propagating deliberation
    Original languageEnglish
    JournalHuman Relations
    Issue number2
    Pages (from-to)225-249
    Number of pages25
    Publication statusPublished - Feb 2016


    • CMS
    • Critical Management Studies
    • Engagement
    • Performativity
    • Public sociology

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