Contrary prescriptions: Recognizing good practice tensions in management

Chris Huxham, Nic Beech

    Research output: Contribution to journalArticlepeer-review

    81 Citations (Scopus)


    This paper is concerned with rethinking the notion of 'good management practice'. It explicates a way of framing management theory in terms of tensions between apparently contradictory pieces of good practice advice. The relevance of this, as a practical conceptualization that could usefully inform managers about the kinds of considerations they might take account of in both their day to day and longer term management thinking, is explored. The emerging theoretical framework is elaborated in terms of some characteristics of, and language about, tensions together with possible levels of use of the concept to inform practice. It is suggested that the use of the approach necessarily implies a view of the user as a reflective practitioner.

    Original languageEnglish
    Pages (from-to)69-93
    Number of pages25
    JournalOrganization Studies (OS)
    Issue number1
    Publication statusPublished - 1 Jan 2003


    • Collaboration
    • Discourse
    • Emergent theory
    • Good practice
    • Management theory
    • Reflective practice
    • Tensions

    ASJC Scopus subject areas

    • Strategy and Management
    • Organizational Behavior and Human Resource Management
    • Management of Technology and Innovation


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