Chapter
1.3 On knowledge-constitutive ideals
pp.：
25 – 30
1.4 Plan of the book
pp.：
30 – 37
2 Information meeting about a new organization
pp.：
37 – 39
2.1 From structure and actor to situation and communication
pp.：
39 – 39
2.2 The advantages and disadvantages of a situational focus
pp.：
39 – 44
2.3 On this study
pp.：
44 – 49
2.4 A short description of the Multi Group
pp.：
49 – 54
2.5 The information meeting
pp.：
54 – 57
2.6 A commentary on method
pp.：
57 – 66
2.7 Comments on the meeting
pp.：
66 – 69
3 The meeting as a culture-constitutive process
pp.：
69 – 73
3.1 Culture, domination and the social construction of reality
pp.：
73 – 73
3.2 The information meeting in a critical-cultural perspective
pp.：
73 – 84
4 The meeting as an expression of power and an occasion for discipline: a Foucault-inspired interpretation
pp.：
84 – 107
4.1 Foucault's concept of power
pp.：
107 – 108
4.2 Critique of Foucault
pp.：
108 – 116
4.3 The information meeting and the activation of power techniques
pp.：
116 – 125
5 The information meeting as communicative distortion: a Habermas-inspired interpretation
pp.：
125 – 149
5.1 Habermas's theory of communicative action
pp.：
149 – 150
5.2 The information meeting in terms of communicative rationality
pp.：
150 – 164
6 Summary and comments
pp.：
164 – 185
6.2 Comparison of approaches
pp.：
185 – 188
6.1 The three interpretations
pp.：
185 – 185
6.3 Commentary on countervailing power
pp.：
188 – 199
6.4 Some less critical views on the information meeting
pp.：
199 – 209
6.5 On the methodology of multiple interpretations of situations
pp.：
209 – 212
6.6 Conclusion
pp.：
212 – 219
References
pp.：
219 – 221
Author Index
pp.：
221 – 235
Communication, Power and Organization
( de Gruyter Studies in Organization )
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