Dr Christoforos Bouzanis

Research Highlights

1. Bouzanis, C. (2021). On the assumption of self-reflective subjectivity. History of the Human Sciences, 0, 095269512110328

   https://doi.org/10.1177/09526951211032895, SU Repository: https://cronfa.swan.ac.uk/Record/cronfa57244
2. Bouzanis, C. & Panos, G. (2017). Book review: Greece, Financialization and the EU: The Political Economy of Debt and Destruction

   https://doi.org/10.1177/0306307017703001, SU Repository: https://cronfa.swan.ac.uk/Record/cronfa52891

   http://dx.doi.org/10.1177/0306307017703001
3. Panos, G., Gkrimmotsis, K., Bouzanis, C., Katmada, A., Satsiou, A., Gasparini, G., Prospero, A., Praggidis, I., & Karapistoli, E. (2016). What Do People Expect from a Financial Awareness Platform? Insights from an Online Survey. Collective Online Platforms for Financial and Environmental Awareness (pp. 9-56). Springer International Publishing

   https://doi.org/10.1007/978-3-319-50237-3_1, SU Repository: https://cronfa.swan.ac.uk/Record/cronfa52892

   http://dx.doi.org/10.1007/978-3-319-50237-3_1
4. Bouzanis, C. & Kemp, S. (2020). The two stories of the habitus/structure relation and the riddle of reflexivity: A meta‐theoretical reappraisal. Journal for the Theory of Social Behaviour, 50(1), 64-83.

   https://doi.org/10.1111/jtsb.12225, SU Repository: https://cronfa.swan.ac.uk/Record/cronfa51325
5. Bouzanis, C. & Kemp, S. (2019). Residuality and inconsistency in the interpretation of socio-theoretical systems. Sociological Theory, 37(3), 282-292.

   https://doi.org/10.1177/0735275119869973, SU Repository: https://cronfa.swan.ac.uk/Record/cronfa51326
6. Bouzanis, C. (2017). For reflexivity as an epistemic criterion of ontological coherence and virtuous social theorizing. History of the Human Sciences, 30(5), 125-146.

   https://doi.org/10.1177/0952695117724660, SU Repository: https://cronfa.swan.ac.uk/Record/cronfa51327
7. Bouzanis, C. (2016). Ontogenesis versus Morphogenesis towards an Anti-realist Model of the Constitution of Society. Human Studies, 39(4), 569-599.

   https://doi.org/10.1007/s10746-015-9376-y, SU Repository: https://cronfa.swan.ac.uk/Record/cronfa51328

All Research

• MN-1520 The Global Context of Organisation

  This module introduces students to key issues within the global context for organisation. Developing an understanding of how organisation is shaped by global contexts and how organisation shapes global contexts enables students to better understand external forces upon organisations and organising.

• MN-3015 Power and Organisation

  Organisations are imbued with power. Power is integral to interacting and organising; it defines, constitutes and shapes both people and activities in organisations. As competition, power is intrinsic to our economic system. In the relationships between organisations and the wider society, power takes the forms of regulation of, influence on and ordering of human activities. Understanding the nature and dynamics of power is crucial for future managers. This module investigates the ways in which power takes form, functions and has effects in and through organisations. Students will be asked to identify, analyse and question power and power relations both in terms of theory and in organisational practice. Discussions on, for example, how power and rationality, power and knowledge or power and organisational routines are related inform our examination of power in the organisational context. We will explore a number of attempts to systematically conceptualise and analyse power to understand its heterogeneous nature. This module brings together developments on analysis of power from across the social sciences to management and organisations, and will appeal to students who want to critically explore power as a vehicle for improving their organisational and management skills.

• MN-M012 Human Resource Management

  Human Resource Management (HRM) has become the dominant concept in the field of employment relations in recent times. This course critically evaluates the claim that the firm can achieve a sustained competitive advantage through its human resource with the implementation of HRM. It introduces the key functions of HRM and looks at the implications of HRM of companies operating within diverse contexts.