Shadowing managerial action instead of recording managerial text

Purpose – The purpose of this paper is to discuss the value of shadowing managers, in relation to other methods for studying managerial work, such as interviews and surveys. Design/methodology/approach – The paper reflects upon (empirical) studies of managers and managerial work, research and bodies of knowledge, and puts available insights into perspective. Findings – Shadowing managers enables researchers to cope with the paradoxical situation that arises when managerial work is studied. Managerial work must be understood in as unbiased a way as possible; managers themselves are unable to understand their own work and the texts they use to capture their work and behavior are either superficial or “manipulative.” At the same time, managerial work cannot be understood without (theoretical) bias; researchers need a priori assumptions when they study real-life work, especially about the institutional settings in which work streams are embedded. The paper concludes that “theoretical shadowing” is relevant. Originality/value – The paper brings together different bodies of knowledge that have evolved over time and shows that observing managers can never be done openly, despite remarks made by earlier students of managerial work.