James Barker

Professor

Herbert S. Lamb Chair in Business Education

Email: j.barker@dal.ca

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Recent Submissions

  • Practical Considerations in Restructuring of Electricity Supply Industries 

    Barker, James V., Jr., William H., Jr. Dunn, and M. P. Shean. 1994. "Practical Considerations in Restructuring of Electricity Supply Industries." In From regulation to competition: New frontiers in electricity markets, 151-173. Boston and Dordrecht:: Kluwer Academic.
    No abstract available.
  • Tightening the Iron Cage: Concertive Control in Self-Managing Teams 

    Barker, James R.. 2011. "Tightening the Iron Cage: Concertive Control in Self-Managing Teams." In Classics in Critical Management Studies, 146-175. Cheltenham, U.K. and Northampton, Mass.: Elgar.
    No abstract available.
  • The Firm as a Collaborative Community. Charles Heckscher and Paul S. Adler, eds 

    Barker, James R.. 2007. "The Firm as a Collaborative Community. Charles Heckscher and Paul S. Adler, eds." Administrative Science Quarterly 52(2): 328-330.
    The Firm as a Collaborative Community, edited by Charles Heckscher and Paul S Adler, is reviewed.
  • The Firm as a Collaborative Community 

    Barker, James R.. 2007. "The Firm as a Collaborative Community." Administrative Science Quarterly 52(2): 328-330.
    The article reviews the book "The Firm as a Collaborative Community," edited by Charles Heckscher and Paul S. Adler.
  • Introduction to MCQ's Thought Leadership Series 

    Barker, James R.. 2011. "Introduction to MCQ's Thought Leadership Series." Management Communication Quarterly 25(1): 3-3.
    An introduction to the journal is presented in which the editor discusses various reports published within the issue including an essay by Marshall Scott Poole and colleagues on organizational communication through ...
  • Manufacturing Conformity : Leadership Through Coercive Persuasion in Business Organisations 

    Tourish, Dennis, David Collinson, and James R. Barker. 2009. "Manufacturing Conformity : Leadership Through Coercive Persuasion in Business Organisations." M@n@gement 12(5): 360-383.
    This paper critically examines the neglected importance of employee conformity in organisations. More specifically, it addresses the ways in which coercive persuasion can manufacture conformity through contemporary leadership ...
  • The Ideal Participative State: A Prelude to Work Group Effectiveness 

    Wright, Brett M., James R. Barker, John L. Cordery, and Brian E. Maue. 2003. "The Ideal Participative State: A Prelude to Work Group Effectiveness." Journal of Business & Management 9(2): 171.
    Describes the ideal participative state in the context of a process-oriented model of group work effectiveness. Argument that ideal participative state functions as a primary antecedent of, or precursor to, work group ...
  • Gail T. Fairhurst: The Power of Framing: Creating the Language of Leadership 

    Barker, James R.. 2011. "Gail T. Fairhurst: The Power of Framing: Creating the Language of Leadership." Administrative Science Quarterly 56(1): 136-139.
    Gail T. Fairhurst. San Francisco: Jossey-Bass, 2011. 266 pp. $40.00.
  • Assessing concertive control in the term environment 

    Wright, Brett M., and James R. Barker. 2000. "Assessing concertive control in the term environment." Journal of Occupational & Organizational Psychology 73(3): 345-361.
    No abstract available.
  • Science and technology development and the depoliticization of the public space 

    Macdonald, Linda R., Richard J. Varey, and James R. Barker. 2011. "Science and technology development and the depoliticization of the public space." Sustainability Accounting, Management and Policy Journal 2(1): 8-26.
    Purpose - The authors aim to review a five-year multi-study research programme on the role of public dialogue in the social and cultural sustainability of biotechnology developments in New Zealand. Design/methodology/approach ...
  • Working under intensive surveillance: When does 'measuring everything that moves' become intolerable? 

    Sewell, Graham, James R. Barker, and Daniel Nyberg. 2012. "Working under intensive surveillance: When does 'measuring everything that moves' become intolerable?." Human Relations 65(2): 189-215.
    We examine how call-center employees draw on opposed discourses to understand the purpose and consequences of performance measurement as workplace surveillance. Sometimes the workers saw performance measurement as a ...
  • Thoughts About Management Communication Quarterly From the Next Generation: Forum Introduction 

    Barker, James R.. 2012. "Thoughts About Management Communication Quarterly From the Next Generation: Forum Introduction." Management Communication Quarterly 26(4): 655-655.
    The article focuses on the Forum developed by Matthew Koschmann on how the "Management Communication Quarterly (MCQ)" journal should move as it goes forward to the next quarter century.
  • A Tropological Theory of Institutionalization 

    Sillince, John A. A., and James R. Barker. 2012. "A Tropological Theory of Institutionalization." Organization Studies (01708406) 33(1): 7-38.
    No abstract available.
  • Neither good, nor bad, but dangerous: Surveillance as an ethical paradox 

    Sewell, Graham, and James R. Barker. 2001. "Neither good, nor bad, but dangerous: Surveillance as an ethical paradox." Ethics and Information Technology 3(3): 181.
    We argue for a discursive ethic of surveillance that accounts for the paradoxes that the phenomenon presents to today's organisational members. We first we develop a genealogy of privacy and illustrate its relation to ...
  • Moving Forward: Editor-in-Chief's Farewell Editorial 

    Barker, James R.. 2012. "Moving Forward: Editor-in-Chief's Farewell Editorial." Management Communication Quarterly 26(4): 682-685.
    The author reflects on the "Management Communication Quarterly (MCQ)" journal. The author states that he realized the significance of the journal for organizational communication scholarship in the past years. The author ...
  • COERCION VERSUS CARE: USING IRONY TO MAKE SENSE OF ORGANIZATIONAL SURVEILLANCE 

    Sewell, Graham, and James R. Barker. 2006. "COERCION VERSUS CARE: USING IRONY TO MAKE SENSE OF ORGANIZATIONAL SURVEILLANCE." Academy of Management.The Academy of Management Review 31(4): 934-961.
    We identify two "discursive formations" of organizational surveillance (two coherent but competing systems of representation) that figure prominently in organization and management studies: the "coercive" formation and the ...
  • Forum Introduction: State-Owned Enterprises, Corporate Social Responsibility, and Organizational Communication 

    Roper, Juliet, and James R. Barker. 2011. "Forum Introduction: State-Owned Enterprises, Corporate Social Responsibility, and Organizational Communication." Management Communication Quarterly 25(4): 690-692.
    An introduction is presented in which the editor discusses various reports within the issue including state-owned enterprises, corporate social responsibility, and organizational communication.
  • Committed to a Failing Strategy: Celebrity CEO, Intermediaries, Media and Stakeholders in a Co-created Drama 

    Sinha, Paresha N., Kerr Inkson, and James R. Barker. 2012. "Committed to a Failing Strategy: Celebrity CEO, Intermediaries, Media and Stakeholders in a Co-created Drama." Organization Studies (01708406) 33(2): 223-245.
    No abstract available.
  • HOW SWIFT STARTING ACTION TEAMS GET OFF THE GROUND: What United Flight 232 and Airline Flight Crews Can Tell Us About Team Communication 

    McKinney, Earl H.,Jr, James R. Barker, Kevin J. Davis, and Daryl Smith. 2005. "HOW SWIFT STARTING ACTION TEAMS GET OFF THE GROUND: What United Flight 232 and Airline Flight Crews Can Tell Us About Team Communication." Management Communication Quarterly : McQ 19(2): 198-237.
    In 1989, United Airlines Flight 232 survived a catastrophic in-flight engine explosion because of, in part, the crew's ability to communicate while under crisis conditions. Drawing on the experience of Flight 232, other ...
  • History of Ideas in Management Communication Quarterly 

    Rooney, David, Bernard McKenna, and James R. Barker. 2011. "History of Ideas in Management Communication Quarterly." Management Communication Quarterly 25(4): 583-611.
    No abstract available.

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