Book review: Paradigm Shifts in Management Theory

Abstract

Łukasz Sułkowski and Regina Lenart-Gansiniec's Paradigm Shifts in Management Theory arrives at a critical juncture in management studies, where scholars and practitioners alike confront the inadequacies of traditional models in grappling with the complexities of organizational life. This volume ambitiously positions itself as both a theoretical reappraisal and a practical guide to navigating what Thomas Kuhn famously termed “paradigm shifts” in science (p. 1). The book's ambition lies not merely in recounting management history but in critically interrogating how epistemological assumptions, methodological commitments and disciplinary boundaries shape what we accept as valid knowledge. By synthesizing diverse schools of thought while reflecting on their limitations, the authors provide a text that is simultaneously scholarly and accessible.At its core, the book advances the argument that management science is inherently multi-paradigmatic, resisting attempts to be confined to a single dominant model. The opening chapters trace the roots of management as a discipline – drawing upon sociology, psychology and economics – and situate it in relation to power, decision-making and rationality (pp. 7–9). Here, the authors engage Pierre Bourdieu's notion of “symbolic violence” and Herbert Simon's “bounded rationality,” showing how management processes are enmeshed in social structures, cognitive constraints and cultural values. This framing highlights the epistemological richness of management theory, but also its inherent vulnerability to competing interpretations. The authors are careful not to reduce management to a mechanistic pursuit of efficiency; instead, they foreground its status as a science of action, contested by divergent traditions.The middle sections present the book's most substantive contribution: a systematic exploration of dominant and alternative paradigms. The discussion of functionalist-neopositivist-systems epistemology (NFS) demonstrates how quantitative models, verificationism and system equilibrium once dominated the field, promising predictive power and generalizability (pp. 21–23). Yet this “common sense” paradigm is subjected to critique for its mechanistic assumptions, tendency toward hyper-rationality and blindness to conflict and inequality. By contrast, the interpretive-symbolic paradigm is presented as a corrective, emphasizing meaning-making, social construction and the cognitive role of language (pp. 22–24). Critical Management Studies (CMS) further challenges the status quo by foregrounding power, domination and symbolic violence (pp. 23–24), while postmodernist perspectives – drawing on Derrida, Foucault and Baudrillard – destabilize universal claims to truth, albeit at the cost of coherence (pp. 25–26). These chapters succeed in mapping the intellectual pluralism of management theory, though at times the breadth of coverage dilutes the depth of analysis for each paradigm.One of the book's methodological strengths lies in its engagement with epistemological pluralism. The authors argue persuasively that management research cannot be reduced to either positivist generalizations or purely interpretive accounts; rather, it must embrace methodological triangulation, pragmatic abduction and reflexivity (pp. 15–16). This resonates strongly with contemporary debates in organization studies that emphasize “both-and” approaches to theory building (Mitchell, 2018; Johnson and Duberley, 2015). The insistence on abductive reasoning – cycling between data, interpretation and theory – marks an important corrective to rigid dichotomies that often polarize the field.The later chapters apply the paradigm shift lens to subfields such as human resource management, strategic management, organizational culture and marketing. For example, in examining HRM, the book contrasts mechanistic models of efficiency with more humanistic approaches rooted in participation and empowerment (pp. 111–115). Similarly, in the discussion of strategic management, the tension between rational choice/game theory and emergent strategy frameworks (Mintzberg) exemplifies how paradigmatic assumptions shape managerial practice (pp. 116–120). These sections provide concrete illustrations of how theoretical debates translate into practice, though some discussions remain relatively schematic, leaving the reader desiring more empirical grounding.The most forward-looking part of the book, “Paradigms of the Future,” engages with digital transformation, big data, AI and post-human management (pp. 145–161). Here, Sułkowski and Lenart-Gansiniec offer a timely reflection on how algorithmic decision-making and machine learning are reshaping managerial epistemologies. They suggest that these technological disruptions may constitute a radical paradigm shift in themselves, challenging the very role of human agency in organizations. Yet while the authors acknowledge ethical concerns, such as surveillance and data bias, these are not explored in depth. This is a missed opportunity, given the burgeoning literature on AI ethics and governance in management (Floridi and Cowls, 2021).As a scholarly contribution, the book's strengths are manifold. It provides an accessible synthesis of classical and contemporary theories, situates management firmly within the philosophy of science and encourages epistemological reflexivity. It also contributes to ongoing debates about interdisciplinarity, urging scholars to integrate insights from sociology, psychology and cultural studies. For doctoral students and early-career researchers, the methodological reflections on theorizing and paradigm pluralism will be particularly valuable. For practitioners, the emphasis on navigating complexity and embracing innovation offers pragmatic utility. It will help the researcher to connect management science with psychology, technology, sociology and economics.Nevertheless, some limitations are evident. First, while the book foregrounds Kuhn's paradigm theory, it occasionally over-relies on it, without fully engaging with critiques of Kuhn or with alternative models of scientific change (e.g. Lakatos' research programmes). Second, although the authors claim to adopt a global perspective, much of the discussion remains Eurocentric, with limited engagement with non-Western management traditions. Finally, while the forward-looking chapters acknowledge digital transformation, they risk technological determinism by underplaying the socio-political conditions that shape adoption and resistance. More sustained engagement with contemporary debates on platform capitalism, algorithmic management or sustainability would have strengthened these sections. This book emphasizes more on methodological reflection rather than managerial.Placed within broader debates, the book aligns with and extends recent calls for pluralism in management research. Its arguments resonate with Alvesson and Sandberg's (2013) critique of “gap-spotting” research and their advocacy for problematization as a route to theoretical innovation. It also complements Burrell and Morgan's (1979) enduring paradigmatic schema by situating it within contemporary digital and post-human contexts. Yet unlike purely critical accounts, Sułkowski and Lenart-Gansiniec maintain a constructive orientation, encouraging readers not only to critique but also to creatively reimagine the discipline.In conclusion, Paradigm Shifts in Management Theory is a significant contribution that both consolidates and extends the theoretical foundations of management studies. It provides a rigorous, reflective and critical appraisal of paradigms while offering practical insights for researchers and practitioners navigating turbulent environments. Its relevance extends beyond academia, speaking to policymakers and organizational leaders tasked with rethinking structures in the face of global crises and technological disruption. While not without its limitations, the book succeeds in provoking reflection and advancing debate. Its greatest value lies in reminding readers that management is not a settled science but a field continually reshaped by shifting epistemologies, values and practices. For future research, pedagogy and policy, the volume serves as both a guide and a provocation, encouraging the pursuit of more inclusive, critical and reflexive management theories. This book will work as an academic compass for those who use it for understanding strategies, leadership and changes in the organization in an era where complexity and technology are defined.