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| 1 |
ID:
144046
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| Summary/Abstract |
This article examines recent attempts by International Relations (IR) scholars to flesh out a reflexive approach inspired by the work of Pierre Bourdieu. The French sociologist pioneered the idea of turning the tools of sociology onto oneself in order to apply the same grid of social analysis to the object and subject of scholarship. This represents the culmination of a long tradition of seeking to understand from where one speaks and grasp our subjective biases through reflexive means. But as I argue Bourdieu – like most reflexive scholars – largely overestimated his ability to grasp his own subject position. For he assumed he could be objective about the very thing he had the least reasons to be objective about: himself. Instead of bending over backwards in this way and directly take the subject into account, I then propose to rearticulate the problematic of reflexivity by going back to a more classic concern with the question of alienation. Through a detailed critique of Bourdieu’s reflexive approach and the ways in which it was received in IR, I set out a series of principles to reconfigure the agenda of reflexivity and offer a platform for a proper methodological alternative to positivism.
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| 2 |
ID:
098889
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| Publication |
2010.
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| Summary/Abstract |
Critical approaches and the legacy of the agent/structure debate in international relations
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| 3 |
ID:
185789
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| Summary/Abstract |
The history of neoliberalism is a messy attempt to turn theory into practice. Neoliberals struggled with their plans to implement flagship policies of monetarism, fiscal prudence, and public sector privatisation. Yet, inflation was still cut, welfare slashed, and the public sector ‘marketised’. Existing literature often interprets this as neoliberalism ‘failing-forward’, achieving policy goals by whatever means necessary and at great social cost. Often overlooked in this narrative is how far actually existing neoliberalism strayed from the original designs of public choice theorists and neoliberal ideologues. By examining the history of the Thatcher government's public sector reforms, we demonstrate how neoliberal plans for marketisation ran aground, forcing neoliberal governments to turn to an approach of Managed Competition that owed more to practices of postwar planning born in Cold War US than neoliberal theory. Rather than impose a market-like transformation of the public sector, Managed Competition systematically empowered top managers and turned governance into a managerial process; two developments that ran directly against core precepts of neoliberalism. The history of these early failures and adjustments provides vital insights into the politics of managerial governance in the neoliberal era.
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