Inter, Neo, Trans: Editorial
这篇社论回顾了期刊创刊时宣称的“新学科”定位，反思其与商学院及管理主义的关系，指出批判管理研究虽已制度化，但仍受限于学科壁垒。
When this Journal was launched in 1994, it announced itself as a new sort of project. Adopting a generous understanding of the term ‘organization’ (as noun and verb, accomplishment and process) it attempted to position itself as occupying a new ‘neo-disciplinary’ space. Rather like the proclamations made for cultural studies 20 years prior to that, the idea appeared to be an announcement of a fracture between the arrangement of institutions and the production and labelling of knowledge. Perhaps trying to loosen its ties to the Business Schools in which it was conceived, perhaps shaped by the contemporary currents of postmodernism, the Journal claimed connections with social sciences and the humanities more generally. Organization was supposed to be organized by a concept, and not the name of a department, degree programme or professorial title. By any measure, the Journal has been a success. It is now clearly institutionalized, a reputable and reasonably effi cient part of the academic apparatus. But given that most of our authors and readers are based in Business Schools, it seems that the Journal is still primarily seen as part of ‘management’, that loose coalition of people employed in universities mostly teaching useful things about market managerialism. This coalition obviously includes the movement that grew at the time as the Journal, and is now sometimes seen as synonymous with it, critical management studies. After all, those who are critical of management studies are mostly those who are paid to teach and write about it. Academics in other disciplines fi nd their dismissals of management and managerialism easier to come by. So perhaps the neo-disciplinarity was transient, or interrupted, or the posts were staked too deeply to be moved. We might say, sadly, that this is a sort of intellectual huddling effect, by which ideas tend to cluster together for warmth, and only the well insulated can survive outside for long.