Decolonising management knowledge: A reflexive journey as practitioner and researcher in Uganda

Abstract

In the past decade, much research has critically addressed the Westocentric character of management knowledge, highlighting its role in the reproduction of global and historical inequalities and power asymmetries between the west (especially Anglo-American contexts) and the rest of the world. Many of these revealing critiques have predominantly taken a theoretical orientation. This article addresses this gap, focusing on the search for methodologies and research practices sensitive to these critiques and committed to supporting efforts to decolonise management knowledge. More precisely, on the basis of my empirical work in Uganda as an organisation development advisor and researcher, this research illustrates and reflects on the challenges I faced in the field and how I addressed them in my effort to decolonise my methodological approach. In this sense, this article provides an empirically-grounded example of how it is possible to take into account sensitivities coming from postcolonialism, critical management and critical development studies, intellectual streams usually known for their alleged distance from research practice and practical action.