Extending critical performativity

Andre Spicer, Mats Alvesson, Lars Karreman

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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 organisation. 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 involves focusing on issue of public importance; engaging with non-academic groups using dialectical reasoning; scaling up insights through movement building; and propagating deliberation.
Original languageEnglish
Pages (from-to)225-249
Number of pages25
JournalHuman Relations
Issue number2
Publication statusPublished - 1 Feb 2016


  • Critical management studies
  • performativity
  • public sociology

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