Doing critical management research interviews after reading Derrida

Purpose – The paper invites us to reconsider the processes at work in the conduct of qualitative interviews, especially in the context of management studies; it emphasises, in particular, the paradoxes that arise from the inescapable interdependency between interviewer and interviewee. Design/methodology/approach – The author reflects upon his own experiences of conducting interviews with managers whilst studying for a PhD, and suggests alternative ways of thinking about what goes on during such exchanges. Findings – Interview techniques are not necessarily the neutral tools they might seem to be. Originality/value – The deconstructive insights about interview processes provide a way of thinking about qualitative interview research that might be more consistent with the insights of certain “critical” management studies.