Professor Stephen FoxProfessor of Organisational Learning and LeadershipEmail: email@example.com Telephone: +44 (0)20 7882 7441Room Number: Room 3.34, Francis Bancroft Building, Mile End CampusProfileTeachingResearchSupervisionProfileRoles: Professor of Organisational Learning and Leadership Member of the Department of People and Organisations TeachingUndergraduate: BUS221: Organisational Learning in the Workplace Postgraduate: BUSM111: Management Consulting ResearchResearch Interests: Social, organisational, management and leadership learning Socially situated practices and learning Management, professional and occupational practices Leadership practices Organisational change Organisational innovation Social change Management education Management development Organisational development Change management Human resource management and development Theories and perspectives on practices Ethnomethodology and conversation analysis Communities and networks of practice Community of practice theory Actor-network theory Situated learning theory Cultural, historical activity theory Post-structural theory Postcolonial theory Post-development theory Publications Book chapters ‘Contexts of teaching and learning: an actor-network view of the classroom’. In Biesta, G. Edwards, R. and Thorpe, M. (eds.) Rethinking Contexts for Learning and Teaching. (2009) London, Routledge. ‘Discourse and policy in the learning and skills sector’. In Wolfram-Cox, J, Weir, D. (eds.) (2009) Critical Management Studies at Work. London Edward Elgar. ‘Powers in a factory.’ In Czarniawska, B. and Hernes, T. (eds.) (2006) Actor-Network Theory and Organising. Liber & Copenhagen Business School Press. (with David Vickers) ‘Management education and leadership.’ In Cooper, C.I. (ed.) (2004) Leadership and Management in the 21st Century. (with Sue Cox). ‘Situated Learning Theory and Underpinning Disputes in Management Learning.’. In Jeffcutt, P. (ed.) (2003) The Foundation of Management Knowledge, London, Routledge. ‘Studying networked learning: some implications from socially situated learning theory and actor-network theory’. In Steeples and Jones (Eds) (2001) Networked Learning in Higher Education. London, Springer-Verlag. ‘UK management and HRM’. In Fox, S. (ed.) (1998) The UK Business Environment. London, International Thomson Publishing. ‘From management education and development to the study of management learning’. In Burgoyne, J. and Reynolds, M. (eds.) (1997) ManagementLearning: Integrating Perspectives in Theory and Practice. London, Sage. 'Understanding Networked Learning Communities'. In Held, P. and Kugerman, (Eds.) (1995) Telematics for Education and Training. Amsterdam and Washington, IOS Press (with V. Hodgson). ‘The production and distribution of knowledge through open and distance learning’. In Hlynka, D. and Belland, J.C. (eds.) (1991) Paradigms Regained: The Uses of Illuminative, Semiotic, and Post-Modern Criticism as Modes of Inquiry in Educational Technology. A Book of Readings. Englewood Cliffs, NJ, Educational Technology Publications. ‘Self-development: from humanism to deconstruction’. In Pedler, M. and Burgoyne, J.G., Boydell, T. and Welshman, G. (eds.) (1990) Self-Development in Organizations. London, McGraw-Hill. ‘Becoming an ethnomethodology user: learning a perspective in the field’. In R. Burgess (ed.) (1990) Studies in Qualitative Methodology 2: Reflections on Field Experience. Greenwich, JAI Press. ‘Two modes of organization’. In R. Mansfield (ed.) (1989) Frontiers of Management Research and Practice. London, Routledge. Refereed papers 'O Partner, Where Art Thou?' A critical discursive analysis of HR managers’ struggle for legitimacy. The International Journal of Human Resource Management, pp.1-23, (with H Heizmann) ‘Towards practice-based studies of HRM: an actor-network and communities of practice informed approach,’ 2010, International Journal of Human Resource Management, 21, 6: 899-914. (with David Vickers). ‘Playing the game? Professionalized politics and strategies of resistance and co-optation in diversity work,’ 2010, Gender, Work and Organization, (with Elaine Swan). ‘‘This interpreted world’: Two turns to the social in Management Learning,’ 2009c, Management Learning, 40, 4: 371-78, ‘Following the action in action learning: towards ethnomethodological studies of (critical) action learning,’ 2009b, Action Learning Research & Practice, 6, 1: 5-16. ‘Becoming flexible: self-flexibility and its pedagogies,’ 2009a, British Journal of Management Studies, 20: 149-159. (with Elaine Swan). ‘‘That miracle of familiar organizational things’: Social and moral order in the MBA classroom,’ 2008, Organization Studies, 29, 5: 733-61. ‘‘Inquiries of every imaginable kind’: ethnomethodology, practical action and the new socially situated learning theory,’ 2006, Sociological Review, 54, 3: 426-445. ‘An actor-network critique of community in higher education: implications for networked learning,’ 2005, Studies in Higher Education, 30, 1: 95-110. ‘Communities of Practice, Foucault and Actor Network Theory,’ 2000, Journal of Management Studies, 37, 6: 853-867. ‘Emergent Fields in Management: Connecting Learning and Critique,’ 1999, Management Learning, 31, 1, (with C. Grey). ‘Situated learning theory versus traditional cognitive theory: why management education should not ignore management learning,’ 1997, Systems Practice, 10, 6: 749-71. ‘Viral writing: deconstruction, disorganization and ethnomethodology,’ 1996, Scandinavian Journal of Management, 12, 1: 89-108. ‘Debating Management Learning: II,’ 1994b, Management Learning, 25, 4: 579-97. ‘Debating Management Learning: I,’ 1994a, Management Learning, 25, 1: 83-93. ‘An approach to researching managerial labour markets: HRM, corporate strategy and financial performance,’ 1992, International Journal of Human Resource Management, 3, 3: 523-54 (with S. McLeay). ‘What are we? The constitution of management in management education and human resource management’, 1992b, International Studies of Management & Organization, 22, 3: 71-93. ‘Postmodern management and organization: the implications for learning 2’, 1992, International Studies of Management & Organization, 22, 3: 3-10 (with R. Cooper and L. T. Martinez). ‘Postmodern management and organization: the implications for learning 1’, 1992, International Studies of Management & Organization, 22, 2: 3-14 (with R. Cooper and L. T. Martinez). ‘The European learning community: towards a political economy of management learning’, 1992a, Human Resource Management Journal, 3, 1: 70-91. ‘Human resource management, corporate strategy and financial performance in British manufacturing’, 1991, Management Research News, 14, 9: 66-68. ‘Strategic HRM: postmodern conditioning for the corporate culture’, 1990b, Management Education and Development, 21, 3: 192-206. ‘Postmodern Culture and management Development’, 1990a, Management Education and Development, 21, 3: 168-70 (with G. Moult) ‘The texture of organising’, 1990, Journal of Management Studies, 27, 6: 575-82 (with R. Cooper). ‘The ethnography of humour and the problem of social reality’. Sociology, 1990, 24, 3: 431-46. ‘The Panopticon: from Bentham’s obsession to the revolution in management learning’, 1989c, Human Relations, 42, 8: 717-39. ‘The politics of management education evaluation’, 1989b, Management Education and Development, 20, 3: 191-207. ‘The production and distribution of knowledge through open and distance learning’, 1989a, Educational and Training Technology International, 26, 3: 269-280. ‘The Evaluation of Management Education and Development: Participant Satisfaction and Ethnographic Methodology’, 1987, Personnel Review, 16, 4: 33-39 (with M. Tanton). '"The Apprenticeship of the Imagination" Management Education Under the Postmodern Condition: A Lyotardian Analysis', 1987, Centre for European Business Education Journal, 3, 1: 54-85. ‘Perspectives in Organisational Analysis’, 1986, Personnel Review, 15, 3: 8-14 (with D. Smith) 'Bridging the Systems and Action Perspectives in Organisational Analysis', 1985, Centre for European Business Education Journal, 1, 1: 1-29 (with D. Smith). SupervisionCurrent Doctoral Students: 1st Supervisor Dyah Adi Sriwahyuni, ‘The introduction of knowledge management in tax administration: an institutional perspective analysis – a case study in the Indonesian Directorate General of Taxes.’. 2nd Supervisor Muhammad Riaz, 'Role-related tensions in the lived experience of marketing managers in Islamic banks in the UK: A phenomenological exploration.'