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 publiéDate
2021Journal name
OrganizationVolume
28Number
5Publisher
Sage
Pages
836-856
Publication identifier
Metadata
Show full item recordAbstract (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; representationRelated items
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