Ideology, doxa and critical reflexive learning: The possibilities and limits of thinking that ‘diversity is good’
研究通过一家促进包容性管理的公司招聘高技能移民的案例，揭示批判性反思学习与意识形态如何相互交织，并指出组织信念‘多样性是好的’既激发又限制了管理者的批判参与。
How can managers reach a critical position from which to develop more responsible management practices? The literature suggests that the answer lies in critical reflexive learning, explaining how reflexivity can detach individuals from the grip of harmful ideologies. We challenge this premise, according to which critical reflexive learning and ideology are counterposed, arguing instead that they need to be studied as intertwined. We build on the organizational ethnography of a firm promoting inclusive and responsible management, studying a programme for recruitment of highly skilled migrants. Exploring managerial learning achieved through this programme, we show how critique, reflexivity and learning are closely linked to the ideological system of beliefs that naturalizes the organizational order: the organizational doxa ‘Diversity is good’. This work makes the following three contributions to literature on critical reflexive learning: it stresses the currently overlooked interconnection between critical reflexivity and ideology, it shows how an ideological expression (doxa) both induces and simultaneously bounds managers’ engagement with critique, and it argues for the counterintuitive possibility that critique and change can be achieved through doxa. We answer our opening question – how to reach critique and responsible change – somewhat provocatively; through the adoption of a new ideology.