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Decolonizing Arab organizational Knowledge: “Fahlawa” as a Research Practice

Yousfi, Hèla (2021), Decolonizing Arab organizational Knowledge: “Fahlawa” as a Research Practice, Organization, 28, 5, p. 836-856. 10.1177/13505084211015371

Type
Article accepté pour publication ou publié
Date
2021
Journal name
Organization
Volume
28
Number
5
Publisher
Sage
Pages
836-856
Publication identifier
10.1177/13505084211015371
Metadata
Show full item record
Author(s)
Yousfi, Hèla
Dauphine Recherches en Management [DRM]
Abstract (EN)
This article draws attention to how management scholars “the outsiders within” who are structurally positioned within the academies of dominant powers might negotiate the complexities of producing a locally rooted and meaningful knowledge, emancipated from the U.S. hegemony while carrying organization studies in Arab countries. Drawing upon my different ethnographic journeys as a researcher, brought up in an Arab country with a Francophone intellectual mindset and studying Arab management practices, I will discuss both the potential for and the difficulties of critical engagement with a decolonizing management research agenda. Then, and building on critical border thinking tradition, I will propose the Egyptian term “Fahlawa” as a metaphor for better describing the challenges of a decolonizing research practice that privileges contestation and perpetual bricolage over formal and universal design. Finally, I will conclude by highlighting the potential of “Fahlawa” as a survival/resistance practice to theorize what is unthought and invisible in management literature and to build situated knowledge less organized by U.S. domination.
Subjects / Keywords
Arab management; critical ethnography; culture; postcolonial and decolonial studies; border thinking; reflexivity; representation
JEL
M00 - General
N27 - Africa; Oceania
N25 - Asia including Middle East
F54 - Colonialism; Imperialism; Postcolonialism

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