Dr Todd Bridgman

Senior Lecturer,
Victoria Management School

Introduction

Todd Bridgman completed his PhD in organisational studies at the University of Cambridge and held research fellowships at Judge Business School and Wolfson College, University of Cambridge. His PhD examined the changing relationships between business school faculty and non-academic organisations and developed Laclau and Mouffe’s discourse theory as a framework for organisational analysis.

Todd’s research and teaching interests lie within Critical Management Studies (CMS), which focuses on `management’ not as a group or as a function but as a pervasive institution that is entrenched within capitalist economic formations. Its concern is with the study of, and sometimes against, management rather than with the development of techniques or legitimations for management.

Todd has recently completed a Marsden Fund research project which investigated the university’s role as a ’critic and conscience’ of society, using the financial and economic crisis as a case study to examine the public contribution of academics and other experts.

Qualifications

PhD (University of Cambridge)

MCom (Hons) University of Auckland

BCOM/BA University of Auckland

Certificate in Journalism (Auckland Institute of Technology)

Research Interests

Organisational behaviour and change

Management education

Critical Management Studies

Publications and Presentations

Books

Alvesson, M., Bridgman, T & Willmott, H. (eds.). (2009) The Oxford Handbook of Critical Management Studies. Oxford University Press.

Journal Articles

Cummings, S. & Bridgman, T. (2011). The relevant past: Why the history of management should be critical for our future.  Academy of Management Learning and Education, 10 (1),77.93.

Bridgman, T. (2010). Beyond the Manager’s Moral Dilemma: Rethinking the ‘Ideal Type’ Business Ethics Case, Journal of Business Ethics, 94, 311-322.

Bridgman, T. (2010). Empty talk?  University voices on the Global Financial Crisis’, Policy Quarterly, 6(4), 40-45.

McKenna, S., Garcia-Lorenzo, L., & Bridgman T. (2010), Managing, managerial control and managerial identity in the post-bureaucratic world. Journal of Management Development, 29(2), 128-136.

Bridgman, T. (2008). Institutionalizing critique: A Problem of Critical Management Studies. ephemera, 8(2), 157-175.

Bridgman, T. (2007). Freedom and autonomy in the university enterprise.  Journal of Organizational Change Management, 20 (4), 478-490.

Bridgman, T. (2007). Reconstituting Relevance: Exploring Possibilities for Management Educators' Critical Engagement with the Public. Management Learning. 38, 425-439.

Bridgman, T. (2007),  Assassins in Academia?  New Zealand Academics as Critic and Conscience of Society. New Zealand Sociology. 22 (1), 126-144.

Bridgman, T. & Willmott, H. (2006), Institutions and Technology: Frameworks for Understanding Organizational Change–The Case of a Major ICT Outsourcing Contract.  Journal of Applied Behavioral Science, 42 (1), 110-126.

Book chapters

Alvesson, M., Bridgman, T & Willmott, H. (2009) Introduction in M. Alvesson, T. Bridgman and H. Willmott (eds). The Oxford Handbook of Critical Management Studies. Oxford University Press.

Bridgman, T. (2009). No smoke without fire? Corporate social responsibility and the ethics of university-industry partnerships.  In C. Garsten & T. Hernes (eds). Ethical Dilemmas in Management. London: Routledge.  pp. 117-131.

Bridgman, T & Willmott, H. (2007).  Academics in the ‘knowledge economy’: From expert to intellectual? In C. Burtscher, A. Harding, S. Laske, & A. Scott (eds). Bright Satanic Mills: Universities, regional development and the knowledge economy. Aldershot, Hants: Ashgate.  pp.149-160.

 Written cases with instructional Material

Bridgman, T. (2011).  A question of style: the leadership of Christine Rankin. Australia and New Zealand School of Government Case Program, Reference 2011-129.1, 2011-129.2

Bridgman, T. (2009).  Corporate social responsibility: Mercury Energy and its low-income electricity consumers. Australia and New Zealand School of Government Case Program, Reference 2009-74.1, 2009-74.1.

Bridgman, T. (2008).  Leading culture change at New Zealand Police. (Part A, Part B and Teaching Note), Australia and New Zealand School of Government Case Program, References 2008-82.1, 2008-82.2, 2008-82.3.

Bridgman, T. & Willmott, H. (2005), Cosiness and cover-up at Inland Revenue/EDS?  Managing relationships in a flagship public-private partnership.  European Case Clearing House, Reference 305-046-1.

Awards and Prizes

2011	Finalist (with Colm McLaughlin), 2011 Darkside Case Competition, Critical Management Studies Division of the Academy of Management, (San Antonio, 12-16 August, 2011).
2009	Winner 2009 Darkside Case Competition, Critical Management Studies Division of the Academy of Management, (Chicago, 7-11 August, 2009).
2008	Early Career Research Award, Victoria University of Wellington. Best Paper, Critical Management Studies Interest Group of the Academy of Management, (Anaheim, 8-13 August, 2008) (with S. Cummings).
2007	Best Paper, Civic University Stream, 5th International Critical Management Studies Conference, (Manchester Business School, 11-13 July, 2007)
2006	Outstanding Doctoral Research Award, Organizational Change and Development, Emerald Publishing Group/ European Foundation for Management Development
2004	Best Doctoral Dissertation, Critical Management Studies Interest Group of the Academy of Management