Fellows Detail

Professor Cynthia Hardy

BSc (Management Science), PhD (Warwick, UK)

Elected: 2010

Discipline: Management

Specialisation: Management, Discourse, Organizational change, Institutional change, Identity


Professor CYNTHIA HARDY is a Professor of Management at the University of Melbourne and a co-founder of the International Centre for Research on Organizational Discourse, Strategy and Change.  Pofessor Hardy’s work focuses on the use of organizational discourse theory and discourse analysis to study organizations.  Other areas of expertise include:

  • organizational change
  • discourse and identity
  • power and politics in organizations
  • institutional entrepreneurship and change.

Professor Hardy is an Honorary Professor at Cardiff Business School in the UK, and has held visiting positions at a range of other institutions including the University of Leicester, UK; the University of Ferrara, Italy; L’Ecole Superieure des Sciences Economiques et Commerciales, France; and the Federal University of Rio Grande do Sul in Brazil.


  • Head of the Department of Management, Faculty of Economics & Commerce, University of Melbourne (1998 – 2001)
  • Montague Burton Fellowship, Cardiff Business School, Cardiff University, Wales, UK (2007)
  • International Visiting Fellow, Advanced Institute of Management Research, UK (2006)
  • Inaugural Visiting Fellow at the CMA Centre for Strategic Change and Performance Management, Segal Graduate School of Business, Simon Fraser University, Vancouver, Canada (2006)
  • Visiting Professor, The Management Centre, University of Leicester, UK (2004 – 2009)


  • Honorary Professor, Cardiff Business School, Cardiff University, Wales, UK
  • Director of the International Centre for Research in Organizational Discourse, Strategy and Change


Recent Publications

Thomas R, Sargent L, Hardy C (2011), “Managing Organizational Change: Negotiating Meaning and Power-Resistance Relations” in Organization Science, 22(1), pp 22-41

Hardy C (2011), “How Institutions Communicate; or How Does Communicating Institutionalize?”, in Management Communication Quarterly, 25(1): pp 1-9.

C. Hardy & S Maguire (2010), “Discourse, Field-configuring Events and Change in Organizations and Institutional Fields: Narratives of DDT and the Stockholm Convention”, in Academy of Management Journal, 53(6): pp 1365–1392

C Hardy (2010), “Textualizing Technology: Knowledge, Artifact and Practice” in Research in the Sociology of Organizations, special issue on “Technology and Organization: Essays in Honour of Joan Woodward”, Nelson Phillips, Dot Griffith & Graham Sewell (eds), 29: pp 215-262

S Ainsworth & C Hardy (2009), “Mind over Body: Physical and Psychotherapeutic Discourses and the Regulation of the Older Worker” in Human Relations, 62(8): pp 1199-1229

Z Pablo & C Hardy (2009), “Merging, Masquerading and Morphing: Metaphors and the World Wide Web” in Organization Studies, 30(8): pp 1-23

S Maguire & C Hardy (2009), “Discourse and Deinstitutionalization: The Decline of DDT” in Academy of Management Journal, 52(1): pp 148-178

S Ainsworth & C Hardy (2008), “The Enterprising Self: An Unsuitable Job for an Older Worker” in Organization, 15(3): pp 389–405

M Alvesson C Hardy & B Harley (2008), “Reflecting on Reflexivity” in Journal of Management Studies, 45(3) pp 480-501

P Garcia & C Hardy (2007), “Positioning, similarity, and difference: Narratives of individual and organizational identities in an Australian university” in Scandinavian Journal of Management, 23 (4): pp 363-383

S Ainsworth & C Hardy (2007), “The Construction of the Older Worker: Privilege, Paradox and Policy” in Discourse & Communication, 1(3): pp 295–313

C Hardy, T Lawrence & N Phillips (2006), “Swimming with Sharks: Creating Strategic Change through Multi-Sector Collaboration” in International Journal of Strategic Change Management, 1(1/2): pp96-112

S Maguire & C Hardy (2006), “The Emergence of New Global Institutions: A Discursive Perspective” in Organization Studies, 27(1): pp 7-29

S Ainsworth, C Hardy & B Harley (2005), “On-line Consultation: E-Democracy and E-Resistance in the Case of the Development Gateway” in Management Communication Quarterly 19 (1): pp 120-135

C Hardy, T Lawrence & D Grant (2005), “Discourse and Collaboration: The Role of Conversations and collective Identity” in Academy of Management Review, 30(1): pp 1-20

B Harley & C Hardy (2004), “Firing Blanks? An Analysis of Discursive Struggle in HRM”, in Journal of Management Studies, 41(3): pp 377-400

N Phillips, T Lawrence & C Hardy (2004), “Discourse and Institutions” in Academy of Management Review, 29(4): pp 635-652

S. Maguire, C. Hardy & T. Lawrence, (2004), “Institutional Entrepreneurship in Emerging Fields: HIV/AIDS Treatment Advocacy in Canada”, in Academy of Management Journal, 75(5): pp 1-23

C. Hardy, D. Grant, T. Keenoy, C. Oswick & N. Phillips (eds) (2004), Organizational Studies, Special Issue on Organizational Discourse, 25(1).


Contact Information

Academy of the Social Sciences in Australia

    ABN: 59 957 839 703
  • Location: 26 Balmain Crescent, Acton, ACT 2601
  • Postal: GPO Box 1956, Canberra, ACT 2601
  • +61 .2 62491788
  • +61 .2 62474335
  • secretariat@assa.edu.au