The “militarizing” of organization and management studies

Abstract

Purpose: The purpose of this paper is to undertake an analysis of the engagement of organization and management literature with military and militarization themes and issues.Design/methodology/approach: An interpretive, textual literature analysis which identifies a range of international themes and issues in relation to militarization.Findings: Identifies a modernistic‐managerialist tendency in the organization and management literature which elects to engage with military aspects and issues. This is predicated on a perceived mutual utility between the apparently separable “military” and “non‐military” domains and revolves around a series of commonly invoked texts and sets of popular cultural representations. Also recognises that organization and management commentaries influenced by critical perspectives tend not to engage so readily with military contexts and points up political commitments that might make this the case. Identifies approaches to blurring military/non‐military divides in current militaristic representations.Research limitations/implications: Provides a considered thematic and paradigmatic reflection on militarization commentary in extant organization and management literature. Identifies and explores methodological challenges in considering militarization and its pervasive effects and delineations.Practical implications: Maps the organization and management literature in relation to militarization and generates a series of critical platforms from which to embark on a corresponding exploration of militarization.Originality/value: Conducts a novel consideration of the limitations of management and organization literature's hitherto treatment of military and militarization aspects. Generates a fruitful set of conditions and insights for international critical organization and management approaches to military topics and issues.