Governing work through self-management
While self-management has emerged as a robust way of getting things done in present-day work life and organizations, it also presents itself as a conception of considerable multivalency and ambiguity. Self-management has been called upon both, to intensify capitalist work practices and to overturning their exploitation, thus expressing at the very same time our fears of subordination and our hopes for emancipation. The aim of this special issue is to scrutinize this ambiguity and the multivalence pertaining to self-management. A starting point of this endeavour is to consider that a common feature of understanding self-management as an essential piece is that it should either intensify or help overturn capitalist explication. Self-management, in both instances, appears to be both a problem and a solution relating to a variety of managerial, organizational, and existential concerns. In the issue, the complexities of managing work and organizations through self-management are analyzed as they show up in relation to fast food restaurants- workers, teachers and pupils in schools, artists, organic farmers, and health promotion experts.