Critical engagement as social-justice-informed public service management: transcending the resistance framework

Purpose In the last few decades, market-rationality approaches have dominated social services operation and management. As a result, scholars have often assumed that social services would follow economic and systemic norms or take critical and social-justice-informed perspectives in opposition to systemic demands. This study employed paradox theory and critical management studies (CMS) to explore the gap in the current construction of the resistance framework and offer a transcending view of critical managerialism. Design/methodology/approach This qualitative study followed the experiences, perceptions, and practices of 32 social services department managers in Israel who are involved in critical practices. Data were collected through semi-structured interviews, and a phenomenological analysis was employed to examine them. Findings The managers highlighted two main themes. The first is the dissolution of systemic responsibility towards social services, marginalized groups, and the manager’s autonomy and discretion. The second is engaged critical practice, reflected in participants’ ideological commitment to social justice. Such practices allow systemic shareholders to take comprehensive responsibility for their citizens. Originality/value The analysis of the manager’s navigation of the paradox of systemic vs. critical rationalities made it possible to expand the resistance framework beyond its current construction and reframe critical practice as an act of connection and shared responsibility. The discussion contributes to both the paradox and CMS frameworks, highlighting practical implications for the broader service field.