This chapter offers some reflections on one of the sources of critical management education (CME) in the UK that hinge around the connection of the personal and the political. It sketches what I take to be the distinctiveness of CME and considers what this means in practice. The chapter then...

We examine what happens to critical management education (CME) and its educators where intense measurement and regulation of time in higher education leave little room for ‘temporal autonomy’, which is crucial for critical processes of management education such as creative pause, reflection...

This chapter reflects on a trial of an unorthodox assessment on an MBA programme at the University of Suffolk in the UK. The diorama is thus presented as an innovative and effective pedagogical device for cultivating critical thinking on management degree programmes, particularly concerning the...

In this chapter, we study the nexus between class privilege and social inequality through management education. To do so, we conducted exercises with management students at an elite private business school in the Global South (i.e., Pakistan) with the specific intent to invoke reflexivity among...

In this chapter, I offer an autoethnographic account of my work and experiences as a critical management studies scholar and educator at a South African public university. Post-apartheid South Africa presents a unique context given the high rates of economic, racial and gender inequalities that...

In this chapter, I reflect on my experiences as a critical management education (CME) practitioner, with the aim to offer advice and suggestions for other business school educators. My reflections are particularly directed at those who might be new to CME and would like to implement it in their...

This chapter provides a reflection on aspects of the development of critical management education (CME). It is a personal account, and certainly a partial one in both senses of that word, but there are two reasons why I hope it is not also self-indulgent. The first is that, by chance of...

This chapter is rooted in the rich research tradition, which, applying critical theory, explores management practices, unveiling how those, often portrayed as rational and inevitable, are deeply entrenched in structural hegemonies. From this perspective, the objective of this chapter is to...