The move towards having more teaching of business ethics comes in part from a tendency to view managers negatively, drawing on anti-management theories that are presently popular in business schools. This can lead to a misdiagnosis of the causes of contemporary business problems. Teaching business ethics can, however, be ineffectual and counter-productive. Education in ethical philosophy can lead managers to be indecisive, sceptical or to rationalize poor conduct. The ethics of academics become salient and lapses in them (...) undercut their claims to authority. The philosophical viewpoint that stresses free choice runs contrary to the social science mission to reveal the causes that determine human behaviour and provide solutions to problems. Pro-management theory offers a more positive appreciation of managers, with its three components of structural functionalism, strategic functionalism and stewardship. (shrink)

Moss is right to state that management theory needs to address its epistemological foundations by considering questions in epistemology and the philosophy of science. Whether management theory needs Popper is a more tricky question. It is not clear that all theories should be falsifiable in Popper’s terms. His proposed methodology for social scientific research is inherently conservative and threatens to inhibit intellectual and social progress. But Popper’s philosophical realism and rationalism need to be preserved. Coherentism and associated (...) forms of anti-rationalism (including postmodernism and relativism) threaten to provide a rationale for the worst excesses of management theory. Indeed, the poverty of contemporary management theory is a symptom of a broader intellectual malaise: debate is increasingly characterised by the exchange of persuasive rhetoric, making it difficult to hold those in positions of power accountable for rationally justifying the positions they espouse. (shrink)

In Search of Excellence was the book that launched a thousand popular management books. In this concise book, David and Jack Collins demonstrate the emptiness of business excellence and in so doing reveal the flawed foundations of popular management theory. Focusing upon the conduct of those organizations vaunted as 'exemplars of excellence' the authors build upon insightful case reports to demonstrate wholesale misconduct at the very heart of the excellence project. Indeed, The Emptiness of Business Excellence demonstrates that (...) the exemplars of excellence indulged bribery, corruption, racism, sexism and anti-Semitism...and more besides! Furthermore, the book demonstrates that, despite their claims to knowledge, Peters and Waterman often knew little about the financial performance of their excellent organizations and were either unaware of or had chosen to overlook reports which highlighted deeply problematic conduct within those formations, which they offered as beacons for change and renewal. This book will be of interest to researchers, scholars and students with an interest in business and management, especially those focusing on the realities of managerial practice. (shrink)

In this paper, I focus on the most important form of argument for anti-intellectualism, one that exploits alleged connections between knowledge and practical reasoning. I first focus on a form of this argument which exploits a universal principle, Sufficiency, connecting knowledge and practical reasoning. In the face of putative counterexamples to Sufficiency, a number of authors have attempted to reformulate the argument with a weaker principle. However, I argue that the weaker principles suggested are also problematic. I conclude that, (...) so far, there is no good argument for anti-intellectualism that rests on connections between knowledge and practical reasoning.Send article to KindleTo send this article to your Kindle, first ensure [email protected] is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about sending to your Kindle. Find out more about sending to your Kindle. Note you can select to send to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be sent to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply. Find out more about the Kindle Personal Document Service.PRACTICAL REASONING, DECISION THEORY AND ANTI-INTELLECTUALISMVolume 9, Issue 1Jessica BrownDOI: https://doi.org/10.1017/epi.2011.4Your Kindle email address Please provide your Kindle [email protected]@kindle.com Available formats PDF Please select a format to send. By using this service, you agree that you will only keep articles for personal use, and will not openly distribute them via Dropbox, Google Drive or other file sharing services. Please confirm that you accept the terms of use. Cancel Send ×Send article to Dropbox To send this article to your Dropbox account, please select one or more formats and confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about sending content to Dropbox. PRACTICAL REASONING, DECISION THEORY AND ANTI-INTELLECTUALISMVolume 9, Issue 1Jessica BrownDOI: https://doi.org/10.1017/epi.2011.4Available formats PDF Please select a format to send. By using this service, you agree that you will only keep articles for personal use, and will not openly distribute them via Dropbox, Google Drive or other file sharing services. Please confirm that you accept the terms of use. Cancel Send ×Send article to Google Drive To send this article to your Google Drive account, please select one or more formats and confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about sending content to Google Drive. PRACTICAL REASONING, DECISION THEORY AND ANTI-INTELLECTUALISMVolume 9, Issue 1Jessica BrownDOI: https://doi.org/10.1017/epi.2011.4Available formats PDF Please select a format to send. By using this service, you agree that you will only keep articles for personal use, and will not openly distribute them via Dropbox, Google Drive or other file sharing services. Please confirm that you accept the terms of use. Cancel Send ×Export citation Request permission. (shrink)

Contemporaneously, management studies have focused considerable attention on postmodernity. This engagement is premised on a particular reading of modernity and this paper identifies the frequent implication that spiritual and anti-rational aspects cannot be located in modernist experience and thus seek responses within post-modernism. However, the paper suggests that the spiritual and the anti-rational are integral to modernity through modernistic constructions in the arts. While a tension between the rational and the anti-rational within modernity is occasionally acknowledged, (...) art studies discussed underwrite the dominance of science as illustrated particularly through Greenberg’s account of abstract art. Alternative accounts of abstract art foreground the spiritual in the lives and work of some leading artists and the Theosophy Movement during the High, Modernist period (1890 – 1930). The surfaced tensions between the scientific and the spiritual at the heart of Modernity are related to management theory and its engagement with postmodernity. (shrink)

Anti-bribery and corruption in sport governing bodies is a little explored area in academic literature. This paper addresses the gap in the literature through expert perceptions on the current state of anti-bribery and corruption policies in international and national sport governing bodies as seen through an ethical climate theory lens. Thus, this paper addresses the question of how and why enhancing anti-bribery and corruption in sport internal controls can mitigate financial corruption and improve ethical climates. Semi-structured interviews (...) were undertaken with 17 forensic accountants and anticorruption experts to garner their opinion on strengths and weaknesses of current policies in sport governing bodies and ascertain the link between anticorruption, accounting controls, and ethical climates. The transcripts were analysed using thematic analysis and the results showed a consistency of opinion with regards to the policy improvements required for a robust anti-bribery and corruption programme within sport governing bodies, with multiple implications for ethical organisational climates. (shrink)

This paper revisits some recent contributions on ‘Why Management Theory Needs Popper’ to the journal Philosophy of Management. It proposes that those discussions provided an appraisal of the relevance of Popper’s falsification schema to management theory, but that they did not thereby bring to the fore all of the issues pertinent to a balanced and well-rounded understanding of Popper’s philosophy of critical rationalism. It is argued that such an understanding requires a discussion of what Popper himself declared (...) to be the real lynchpin of his thought: fallibilism and a critical approach. It is noted that this represents a rejection of the historical problem situation of philosophy — that knowledge claims need to be positively justified as true. It is argued that this rejection implies an anti-authoritarian, non-justificational philosophy based on the use of critical reason. Its application to several different objects of criticism is demonstrated and its ethical dimensions are explored. The relevance of critical rationalism to management studies and practice is assessed and an inherent limitation on the prospects of its adoption in management practice is identified. … the appeal to authorities is the death of knowledge… the growth of knowledge depends entirely upon disagreement. (shrink)

This article explores anti-racist education in business schools amidst the backlash against critical race theory in an anti-Black world. I conduct an autoethnography of my experiences as a woman of colour and management educator who has attempted to bring critical discussions of race and racism into my classrooms. The article examines the barriers to anti-racist teaching in business schools and shows how they interweave individual/interpersonal, institutional, and ideological domains of power. Through my stories, I offer an (...) account of the ways anti-racist education may be limited when it relies on the efforts of individual academics and reveal the tolls that anti-racist education can take on the educator, especially when they are navigating wider systems that are hostile to racial justice. By interrogating the challenges of anti-racist education, I also reflect on the practices and conditions that make meaningful anti-racist education possible. (shrink)

The extraordinary parallel between the psychological theory of reversals (Apter, 1982) and the anthropological theory of anti-structure (Turner, 1982)-- both derived independently and almost simultaneously from entirely different kinds of evidence and research-- would seem to point to something profound and universal in human experience which has been curiously neglected in the behavioural sciences and entirely ignored in consciousness studies. What I will do here is to introduce reversal theory, show how it applies to ritual, and then compare it (...) with Victor Turner's well-known approach to the very same topic. Reversal theory has in fact been used to elucidate many diverse social phenomena, for example criminal violence, military combat, sexual behaviour, family relationships, soccer hooliganism, organizational culture, leadership, team sports, social advocacy and classroom management (see review in Apter, 2001a). The present paper extends these ideas to ritual for the first time, and makes reference especially to the work of Turner and his idea of cultural inversions (Turner, 1969). Reversal theory is also about inversions, but the inversions in this case (i.e. reversals) occur at the level of individual psychology and are identified initially as experiential rather than behavioural or social. This paper will explore the relationship between these two kinds of reversal, psychological and anthropological. (shrink)

In Political Theory and Feminist Social Criticism, Brooke Ackerly demonstrates the shortcomings of contemporary deliberative democratic theory, relativism and essentialism for guiding the practice of social criticism in the real, imperfect world. Drawing theoretical implications from the activism of Third World feminists who help bring to public audiences the voices of women silenced by coercion, Brooke Ackerly provides a practicable model of social criticism. She argues that feminist critics have managed to achieve in practice what other theorists do only incompletely (...) in theory. Complemented by Third World feminist social criticism, deliberative democratic theory becomes critical theory - actionable, coherent, and self-reflective. While a complement to democratic theory, Third World feminist social criticism also addresses the problem in feminist theory associated with attempts to deal with identity politics. Third World feminist social criticism thus takes feminist theory beyond the critical impasse of the tension between anti-relativist and anti-essentialist feminist theory. (shrink)

Existing social disparities in the United States are inconsistent with Lincoln’s promise of democracy; therefore, there is a need for a critical conceptualization of the first principles that undergird American democracy and the genesis of democratic social change in America. This study aimed to construct a grounded theory that provides an understanding of the process of American democratic social change. The result was the construction of two frameworks: the demoralization process that triggers social change, and a formal grounded theory that (...) could explain democratic social change endeavors across different domains and levels of analysis. This democratic social change grounded theory answers the research question: How do the principles of the American founding documents provide an understanding of the process of American democratic social change? (shrink)

This paper aims to investigate the extent of anti-corruption reporting by ASEAN companies and examine whether coercive factors influence the level of disclosure. The authors adopt indicators from the Global Reporting Initiative version 4.0 to measure the extent of anti-corruption disclosures in 117 companies’ reports. Informed by a coercive isomorphism tenet drawn from the institutional theory, the authors propose that several institutional factors influence the extent of their voluntary disclosures. The findings reveal that a large degree of variability (...) difference between the average levels of anti-corruption disclosure in Thailand and the Philippines. The dependence on government tenders and foreign ownership are associated with the level of disclosure. Surprisingly, the United Nation Global Compact membership is not a significant determinant of anti-corruption reporting. This signifies that the membership in the international initiative does not correspond to individual company’s commitment to disclose anti-corruption information. In spite of significant efforts undertaken by global organizations to combat corruption, the level of anti-corruption disclosure is significantly different among the four countries under study. The disclosure of sensitive information such as the confirmed incidences of corruption cases requires careful consideration by the top management as it is subjected to legal implications and reputational risks. Thus, impression management can complement the coercive pressure in explaining the level of anti-corruption reporting. This study is among the first studies which explores the association between coercive factors and the level of anti-corruption disclosure in ASEAN region. (shrink)

Governments, institutions, and brands try various intervention strategies for countering growing cyberbullying, but with questionable effectiveness. The authors use hypocrisy induction, a technique for subtly reminding consumers that they have acted contrary to their moral values, to see whether it makes consumers more willing to support brand-sponsored anti-cyberbullying CSR campaigns. Findings demonstrate that hypocrisy induction evokes varying reactions depending on regulatory focus, mediated by guilt and shame. Specifically, consumers who have a dominant promotion (prevention) focus feel guilt (shame), which (...) motivates them to overcome their discomfort by supporting (avoiding) an anti-cyberbullying campaign. Moral regulation is drawn as a theoretical underpinning to explain various consumer reactions to hypocrisy induction, the moderating role of regulatory focus, and mediating role of guilt and shame. The research contributes to the literature and provides practical implications by explaining when and why brands can use hypocrisy induction to persuade consumers to support social causes through the lens of moral regulation theory. (shrink)

This paper is located within the critical management tradition of management education and development. The paper seeks to introduce the overlooked area of Actor Network Theory and Mol’s anti-foundationalist ontological politics and demonstrates their potential to developing alternative critical pedagogy and management practice. Following a discussion of problem-based learning, the paper goes on to introduce the emergent pedagogic practice termed contingent support. Through a series of vignettes drawn from fieldwork collected from a second year undergraduate decision-making (...) module, the paper demonstrates how the practice termed contingent support is informed by Actor Network Theory and ontological politics in particular. The paper goes on to reveal the significance of contingent support sensibilities of materiality, situatedness and performance and shows how they can give a new vigour to educators interested in developing more responsible management. Finally, the paper considers contingent support’s transformational potential and sets out an agenda for future research. (shrink)

The aim of this psychobiography was to uncover, reconstruct and illustrate significant trajectories of psychosocial development and historical events over the lifespan of Emily Hobhouse (1860-1926). The British-born Hobhouse later became an anti-war campaigner and social activist who exposed the appalling conditions of the British concentration camps during the Anglo-Boer War (1899-1902), as evidenced by primary and secondary historical data. Purposive sampling was used to select Hobhouse as a significant and exemplary subject. Levinson’s four eras or seasons of lifespan (...) development served as the theoretical psychological approach. The study was undertaken against the background of Merleau-Ponty’s ontological philosophy that elucidates a human science phenomenology where the individual cannot be separated from her social world. Alexander’s model of identifying salient biographical themes was utilized and a conceptual psycho-historical framework, based on both the life cycle theory of Levinson and significant historical periods throughout Hobhouse’s life, was employed to assist with data gathering, categorisation, and analyses. The findings highlight significant psychosocial and historical events in the life of Hobhouse that shaped her development as an anti-war campaigner. These include: The role of her strong-willed and determined mother; the denial of an opportunity to study and pursue a formal education; her management of painful feelings of abandonment and grief; the care of her father during his illness and his eventual death; the abrupt ending of her failed romantic relationship; her networking capacity; and her open-mindedness and capacity for independent humanitarian thought. Against the philosophical background of Merleau-Ponty’s phenomenological ontology, Levinson’s theory and eras proved valuable in identifying these particular psychosocial life experiences and historical events as having shaped Emily Hobhouse into an antiwar campaigner. (shrink)

This paper first outlines the key traits of some critiques of Agamben’s theory of the subject. What they have in common is an emphasis on the limitations of his conception of political agency, which is based on the one hand on an apathetic and passive figure such as the Muselmann, and on the other, on Bartleby, the Scrivener, who epitomises Agamben’s notion of potentiality. Following this short review I then focus on Agamben’s recent article “K.,” in which he compares and (...) contrasts the two Kafkian figures of K. from The Trial and The Castle in the context of Roman law. Considering Benjamin’s distinction between a virtual and real state of exception, Josef K. and land surveyor K. adopt two different positions with regard to the form of law on which the structure of sovereignty is based. Josef K. represents bare life, which persists along the internal boundary that is constitutive of the form of law, while land surveyor K. is the subject that manages to erase this internal boundary and, thus, represents the only Agambenian figure that can effectively suspend and abolish the form of law. (shrink)

Businesses often attempt to demonstrate their commitment to diversity, equity, and inclusion (DEI) by showcasing women in their leadership ranks, most of whom are white. Yet research has shown that organizations confer status and power to women who engage in sexist behavior, which undermines DEI efforts. We sought to examine whether women who engage in racist behavior are also conferred relative status at work. Drawing on theory and research on organizational culture and intersectionality, we predicted that a white woman who (...) expresses anti-Black racism is conferred more status in the workplace than a white woman who does not. A pilot study (N = 30) confirmed that making an anti-Black racist comment at work was judged to be more offensive than making no comment, but only for a white man, not a white woman. Study 1 (N = 330) found that a white woman who made an anti-Black racist comment at work was conferred higher status than a white woman who did not, whereas the opposite held true for a white man, with perceived offensiveness mediating these effects. Study 2 (N = 235) revealed that a white woman who made an anti-racist/pro-Black Lives Matter comment was conferred lower status than a white woman who did not, whereas the opposite held true for a white man. Finally, Study 3 (N = 295) showed that people who endorse racist and sexist beliefs confer more status to a white man than to a white woman regardless of speech, but that people low in racism and sexism confer the highest status to a white woman who engages in anti-Black racist speech. These studies suggest that white women are rewarded for expressing support for beliefs that mirror systemic inequality in the corporate world. We discuss implications for business ethics and directions for future research. (shrink)

In discussing the $1 trillion bailout of the U.S. Financial Institutions, virtually every Member of Congress and almost every government official—including Fed Chairman Ben Bernanke and President Obama—has blamed the crisis on the “greed and irresponsibility of Wall Street”. Almost all of the financial executives involved in the crisis, from CEOs to middle managers, are products of our business schools. Additionally, there is a high correlation between the recentunethical behavior of a number of multinational corporations and the number of MBA (...) holders in their top ranks. As a consequence, many critics are convinced that there is something wrong with our business schools. This paper presents the causes and consequences of what ails business school students and graduates today: the toxic teaching of bad management theories. These theories—grounded in the assumptions of economics—include determinism and materialism, the cult of profit maximization and a pessimistic view of human nature as totally self-interested. By teaching these theories, business schools are inculcating values of materialism and greed that create a life-long pursuit of money and status. This makes it all too easy for business managers to choose expediency and short-term profits over ethical behavior. Further, these materialistic values create higher levels of depression, anxiety and psychological disorders as well as make our students less cooperative and more anti-social as individuals long after they leave academia. (shrink)

Abstract:This article elaborates a normative Stakeholder Management Theory (SHMT) from a critical theory perspective. The paper argues that the normative theory elaborated by critical theorists such as Habermas exhibits important advantages over its rivals and that these advantages provide the basis for a theoretically more adequate version of SHMT. In the first section of the paper an account is given of normative theory from a critical theory perspective and its advantages over rival traditions. A key characteristic of the critical (...) theory approach is expressed as a distinction between three different normative realms, viz., legitimacy, morality, and ethics. In the second section, the outlines of a theory of stakeholder management are provided. First, three basic tasks of a theoretically adequate treatment of the normative analysis of stakeholder management are identified. This is followed by a discussion of how a critical theory approach to SHMT is able to fulfill these three tasks. (shrink)

This is a paper about the methodology of normative ethics. I claim that much work in normative ethics can be interpreted as modelling, the form of inquiry familiar from science, involving idealised representations. I begin with the anti-theory debate in ethics, and note that the debate utilises the vocabulary of scientific theories without recognising the role models play in science. I characterise modelling, and show that work with these characteristics is common in ethics. This establishes the plausibility of (...) my interpretation. Taking methodological inspiration from modelling in science gives us new tools for managing idealisations, and a new perspective on pluralism. I demonstrate why this interpretation is a fruitful way of interpreting ethics, by looking at three case studies. First, I return to the anti-theory debate and argue that modelling opens up a new middle ground. Second, I argue that a modelling lens offers a new way of understanding impossibility theorems in population ethics, and their bearing on ethics as a whole. Finally, I show how viewing our work as modelling can be deployed in debates within ethics, using the debate over prioritarianism as an example. I close with further methodological suggestions for those who choose to see themselves as modellers. I discuss the role of counterexamples, our responses to moral disagreement, and the training of new ethicists. (shrink)

Stakeholder theory scholars have recently addressed two crucial calls: the first is for the integration of strategy and ethics, of stakeholder theory and strategic management, and the second call is for the development of a dynamic approach to stakeholder management. I have attempted to answer these calls by developing a theoretical framework that links together stakeholder management, stakeholder commitment to cooperate with the firm, key decision makers’ ethical commitment, and firm strategy. Starting from the basic assumption that (...) managers cannot meet all stakeholders’ demands immediately and in a tailored manner, I contend, first, that an ambidextrous approach to stakeholder management is conducive to stakeholders’ commitment to cooperate for the sustainable well-being of the firm and, second, that firm strategy and key decision makers’ ethical commitment moderate the relationship between an ambidextrous stakeholder management and stakeholder commitment to cooperate. Furthermore, drawing on this theoretical framework, I attempt to address the call for the integration of strategy and ethics by proposing a three-level conceptual model that distinguishes the objectives, the field, and the levers of integration. Finally, I outline a set of propositions that, taken together, represent a first attempt to develop a dynamic approach to stakeholder management. (shrink)

Although not always termed “organizational justice,” the fairness of organizations has been a consistent concern of management thinkers. A review of the 1900–1965 time period indicates that management theorists primarily conceptualized organizational justice in utilitarian terms, although each theory emphasized distributive and procedural justice to different degrees. There is clearly a need for contemporary scholars to consider non-economic rationales for organizational justice, but the willingness of earlier scholars to make utilitarian arguments about organizational justice and productive efficiency helped (...) legitimize the idea of fairness in organizations as an arbiter of value. Further, each theory tempered absolute managerial autonomy with some inherent check thereon. Researchers interested in organizational justice should therefore take a historical perspective in considering how management theory includes consideration of justice-related concerns. (shrink)

It is becoming clear that many of today’s management theories are inadequate theoretically and practically to move understanding, scholarship, and practice to where it needs to be for scholars, business leaders, and policy makers to cope with an increasing fraught world. This Special Issue’s focus is on sustainability. Sustainability challenges need to incorporate multidisciplinary interventions and the trans- and interdisciplinary nature of solutions. To actively seek transformation toward sustainability, fundamental and innovative short-term as well as long-term efforts are (...) required in society, economy, technology, and education, including our understanding of human behavior and attitudes toward the management of the environment. This introductory piece presents natural science theories as a promising approach for achieving progress toward transformation for sustainability. (shrink)

Top-tier management journals are advocating for greater relevance from management research to Grand Challenges such as poverty alleviation. However, many scholars struggle to identify linkages between the practical undertaking of poverty alleviation and theory development opportunities in the management literature. Responding to this call, we develop and outline a framework for theorizing from an increasingly common business-based poverty alleviation approach known as ‘market orchestration.’ Core to this framework are a set of contextual difference that contrast with the (...) Western environment in which most management theorizing has taken place. These contextual differences—at the micro, meso, and macro levels—challenge the implicit assumptions underpinning much of the management literature. As a result, a substantial opportunity exists to identify new predictors, contingencies, explanations, and outcomes that can significantly inform theory. Equally important, by focusing on the contextual differences and the challenges they create, management scholars can provide practical guidance to organizations engaged in market orchestration efforts. (shrink)

Although not always termed “organizational justice,” the fairness of organizations has been a consistent concern of management thinkers. A review of the 1900–1965 time period indicates that management theorists primarily conceptualized organizational justice in utilitarian terms, although each theory emphasized distributive and procedural justice to different degrees. There is clearly a need for contemporary scholars to consider non-economic rationales for organizational justice, but the willingness of earlier scholars to make utilitarian arguments about organizational justice and productive efficiency helped (...) legitimize the idea of fairness in organizations as an arbiter of value. Further, each theory tempered absolute managerial autonomy with some inherent check thereon. Researchers interested in organizational justice should therefore take a historical perspective in considering how management theory includes consideration of justice-related concerns. (shrink)

We propose adding a temporal dimension to stakeholder management theory, and assess the implications thereof for firm-level competitive advantage. We argue that a firm’s competitive advantage fundamentally depends on its capacity for stakeholder management related, transformational adaptation over time. Our new temporal stakeholder management approach builds upon insights from both the resource-based view (RBV) in strategic management and institutional theory. Stakeholder agendas and their relative salience to the firm evolve over time, a phenomenon well understood in (...) the literature, and requiring what we call level 1 adaptation. However, the dominant direction of stakeholder pressures can also change, namely, from supporting resource heterogeneity at the firm level to fostering industry homogeneity, and vice versa. When dominant stakeholder pressures shift from supporting heterogeneity towards stimulating homogeneity in industry, the firm must engage in level 2 or transformational adaptation. Stakeholders typically provide valuable resources to the firm in an early stage . Without these resources, which foster heterogeneity (in line with RBV thinking), the firm would not exist. At a later stage , stakeholders also contribute to inter-firm homogeneity via isomorphism pressures (in line with institutional theory thinking). Adding a temporal dimension to stakeholder management theory has far reaching implications for this theory’s practical relevance to senior level management in business. (shrink)

Although not always termed “organizational justice,” the fairness of organizations has been a consistent concern of management thinkers. A review of the 1900–1965 time period indicates that management theorists primarily conceptualized organizational justice in utilitarian terms, although each theory emphasized distributive and procedural justice to different degrees. There is clearly a need for contemporary scholars to consider non-economic rationales for organizational justice, but the willingness of earlier scholars to make utilitarian arguments about organizational justice and productive efficiency helped (...) legitimize the idea of fairness in organizations as an arbiter of value. Further, each theory tempered absolute managerial autonomy with some inherent check thereon. Researchers interested in organizational justice should therefore take a historical perspective in considering how management theory includes consideration of justice-related concerns. (shrink)

Summary John Stuart Mill's classic tale of disillusionment from a ‘narrow creed’, an overt as much as a covert theme of his Autobiography (London, 1873), has for many years served as a guide to the search for the causes and sources of his ‘enlargement-of-the-utilitarian-creed’ project. As a result, in analyses of Mill's mature views, Samuel Taylor Coleridge—and friends—commonly take centre stage in terms of influence, whereas John's father—James Mill—is reduced either to a supernumerary or a villain in the last act (...) of John's intellectual development. However, students of Mill's works should not take at face value the story presented in Autobiography. Mill's own emphasis on the role of his ‘new influences’ has led scholars to disregard the role of his ‘old influences’ in his attempt to create a broader theory of living—one which takes into account both the intellectual and the emotional capacities of individuals. A close look at key aspects of John Stuart Mill's ‘enlargement project’ suggests that James Mill may have played a more positive role than is usually acknowledged. A way into the intellectual affinity of the two Mills is the person they both kept returning to for guidance and inspiration throughout their lives: Plato. (shrink)

We argue that many evolved biases produced through selective forces described by error management theory are likely to entail misbeliefs. We illustrate our argument with the male sexual overperception bias. A misbelief could create motivational impetus for courtship, overcome the inhibiting effects of anxiety about rejection, and in some cases transform an initially sexually uninterested woman into an interested one.

Possibilities of applying the management theory in various human communities are analysed in this article. The management theory was developed as an instrument of increasing the effectiveness and efficiency of industrial enterprises. Many useful dependencies were identified and rules created for the rational division of common work and the purposeful coordination of these divided work pieces allotted for participants of the common work process. The author’s position is that many elements of the man­agement theory can be successfully applied (...) in every human community because in each of them some common work is conducted. The main condition, enabling to use all instruments of the management theory, is the existence of the main common goal, called mission, expressed in terms of meeting needs of consumers of community’s common work product. Such formulations of the mission of a family, a state, a political party and trade unions are suggested in this article. (shrink)

L’idée la plus répandue est que dans les années 40 Hayek délaissa l’économie en général et la théorie du cycle des affaires en particulier. En fait, Hayek est demeuré fidèle à ses idées sur ce dernier point. Sa théorie du cycle économique diffère de celle de Mises : Hayek a mis l’accent sur les perturbations endogènes qui donnent naissance aux cycles. Selon Hayek et Wicksell, le système bancaire ne parvient pas à arrêter cette expansion illusoire. Les derniers travaux de Hayek (...) sur la concurrence et la monnaie sont dans la lignée de son objectif de stabilisation monétaire. Il ne propose pas une théorie du cycle des affaires mais plutôt une théorie à propos de l’absence de cycles, une théorie de l’anti-cycle.The most commonly held idea is that in the 1940s Hayek lost interest in economics in general and in trade cycle theory in particular. Hayek did not change his mind on this subject. His trade cycle theory differs from Mises’one: Hayek puts the stress on the endogenous disturbance at the beginning of the trade cycle. According to both Hayek and Wicksell, the banking system fails to stop the false expansion. His late works on competition and money remain in line with his objective of monetary stabilization. Hayek does not present a trade cycle theory but rather a theory about the absence of a cycle, an anticycle theory. (shrink)

After asking whether the concept of totalitarianism still has a meaning in today’s world, and whether its critique makes political sense, the author turns to the model provided by the two phases of Claude Lefort’s attempts to understand totalitarianism over the past 60 years. He distinguishes two distinct phases; the first is framed by critical Marxism, the second influenced by the phenomenology of the late Merleau-Ponty. The author stresses Lefort’s major works, including the role of his pathbreaking work on Machiavelli, (...) ‘ La critique du totalitarisme et l’invention de la démocratie’, ‘ Un homme en trop’ (on Solzenhitsyn and the Goulag), and ‘ La complication’ (which rejects the oversimplified interpretation of totalitarianism as simply an ideology). (shrink)

Philosophical Perspectives, Volume 34, Issue 1, Page 27-52, December 2020.

Since the outbreak of the Coronavirus disease 2019 (Covid-19), tremendous efforts have been made by scientists, health professionals, business people, politicians, and laypeople around the world. Covid-19 vaccines are one of the most crucial innovations that help fight against the virus. This paper attempts to revisit the Covid-19 vaccines production process by employing the serendipity-mindsponge-3D creativity management theory. Vaccine production can be considered an information process and classified into three main stages. The first stage involved the processes of absorbing (...) information (e.g., digital data and open science) and rejecting unhelpful information (e.g., misinformation and fake news) for effectively acquiring useful insights. Useful insights were later employed by experts, enterprises, governments, and international organizations through interdisciplinary coordinated efforts for developing vaccines within a short period. Finally, the appearance of multiple types of vaccines enabled more strategic options for vaccine distribution and administration. Findings from this vaccine creativity management process could be used as critical lessons for further improvements of vaccination programs. (shrink)

Behaviorism is consistent with the assumptions of perfect competition, with the homo economicus model, and with a form of ethics that enshrines market-based notions of utility, justice, and rights and encourages rational maximizing. Economics and business courses foster this deficient form of ethics, assuming an overriding desire for money, which, according to MacIntyre and Aristotle, crowds out the associative virtues. These beliefs, often associated with Taylor and Friedman, lead to such practices as incentive compensation, which would be effective only if (...) employees were homines economici and thus rational in the sense of knowing how to satisfy whatever desires they have. Against Davidson’s view that psychology cannot be a natural science, Aristotle believes that there can be a teleological, if not exact, science of behavior. Aristotle believes that emotions and objectives may be rational or irrational. But rationality—phronesis, practical wisdom—is not a matter of applying algorithms. Doris questions whether character generates the first premises of an agent’s practical syllogisms, while Haidt has argued that we often act on emotions rather than on the basis of the reasons that we claim motivate us. Aristotle agrees that many people are not virtuous and that weakness of the will is a common occurrence, and he agrees that emotion drives actions. But if you are virtuous, your emotions and desires support your rationality. Aristotle gives us reason to reject the notion that people are homines economici and to treat them as rational deliberators, in part by creating an appropriate culture. The claim that it is in the nature of human beings to deliberate rationally is in part aspirational, but also in part scientific—in Aristotle’s modest sense. (shrink)

Contemporary discourses of management are full of encouragements to ‘expect the unexpected’ and to celebrate ‘the future of the future’. Many new public managerial technologies of change – such as steering labs, future games, and managerial performance arts – promise the co-creative ‘potentialization’ of employees, citizens and organizations. This paper approaches such potentialization technologies as immune mechanisms which serve to protect the social system from itself. From a perspective inspired by autopoietic systems theory, potentialization technologies provide autoimmunity by problematizing (...) institutional structures and providing ‘anti-structural’ space-times to facilitate transformation. There is a price to pay for this immune function, however, since these immune mechanisms cannot discriminate between productive and unproductive structures. By dissolving the certainty of the expectations that underlie the connectivity of diverse organizational operations, they risk harming the welfare systems that host them. (shrink)

Handbook of Compliance & Integrity Management' provides a scientific underpinning for the practice of compliance. The compliance discipline in companies and financial institutions has grown exponentially in recent years. In spite of a plethora of works on compliance, the academic discipline on compliance is still in its infancy. This book, which is the result of the researches conducted by the Post-Doctoral Education in Compliance and Integrity Management of the VU University Amsterdam, examines the subject from such crucial and (...) varied perspectives as ethics, behavioural science, risk management, accounting, and European and international law. Much more than a critical approach to the existing practice of supervision, it provides a wealth of information, guidance, and valuable insights into the day-to-day work of compliance officers. (shrink)

Jenkins has observed that “The impression has begun to get about that the Industrial Revolution is not going to work out after all.” In light of the profound malaise of blue and white collar workers, the decline of output per worker since 1973, and increasing signs of a pervasive anti-union sentiment complementing anti-management restiveness, Jenkins' remark does not seem so shocking. The 1973 Health, Education and Welfare report, Work In America, remarked, in a similar vein, that “absenteeism, (...) wildcat strikes, turnover, and industrial sabotage (have) become an increasingly significant part of the cost of doing business.” The location of this quote from the HEW report in the section tided, “The Anachronism of Taylorism” is suggestive. (shrink)

This essay is concerned with what Abbinnett1 described as fundamental to the discourses of social science: truth and its construction. The central problem around which the narrative is built is a growing disconnection in one area of social science, management research, between how truth is frequently defined and used and the approaches taken to constructing that truth. The result of this is an intellectual impurity whereby management research occupies an incoherent intellectual space somewhere between modernism and postmodernism. Our (...) argument is that, for a host of probable reasons, management research in many areas is dominated by the search for rational and scientific truth through the use of quantitative methodologies underpinned by a positivist philosophy. The result of this is frequently truth diluted rather than truth distilled. The essay discusses different routes to establishing a type of truth, the location of management research within a modern-postmodern continuum and the implications of this for management researchers. We begin, however, with a brief discussion of the nature of truth in social science. (shrink)

Rationality and reason are often used as synonyms, although they are very different concepts. In this article we argue that rationality is the concept of reason that has been stripped of its human elements. Ancient and medieval philosophers such as Aristotle and Aquinas stressed that the concept of reason is composed of sensitive, discursive, and moral elements. Post-Enlightenment thinkers instead, building on the works of René Descartes and Isaac Newton, took these out and claimed that rationality must be based on (...) an external logic devoid of value-concepts such as perfection, harmony, meaning and aim (Koyré in From the closed world to the infinite universe, The Johns Hopkins University Press, Baltimore, 1957). The purpose of this essay is to highlight this shift in Western thought and its consequences for management theories. While explaining the ancient concept of reason in contrast with modern rationalism (Klein in: Williamson RB, Zuckerman E (eds) Jacob Klein—lectures and essays, St. John’s College Press, Annapolis, 1985), we aim at raising awareness of the differences between building a research programme (especially in business sciences like economics and management) on rationality or on reason. (shrink)

Over the last few years, there has been an exaggeratedly widespread and frequently confused use of the concepts of 'stakeholder' and 'corporate social responsibility'. However, some interesting insights of both these notions can be found in traditional European business administration studies. In this article, the Italian view will be examined. In particular, this paper investigates the teachings of some of the historical masters of the Italian "Economia Aziendale", with particular attention to the concept of the azienda, its finalism and its (...) essential characteristics, in order to verify some consistencies with the more recent Stakeholder Management Theory. Principles and considerations seem to emerge from EA scholars' seminal works that unequivocally connect ethics with business decisions. EA fits in with SMT in many ways, and the former seems, moreover, to suggest a specific normative point of view from which the role of ethics in business activities can be approached. (shrink)

Originally published in 1913. Author: Henri Lichtenberger Language: English Keywords: History Many of the earliest books, particularly those dating back to the 1900s and before, are now extremely scarce and increasingly expensive. Obscure Press are republishing these classic works in affordable, high quality, modern editions, using the original text and artwork.Keywords: English Keywords 1900s Language English Artwork.

This chapter argues that two distinct, yet connected, contexts – Mill's “mental crisis” and his task as a “Logician” – led to the formation of two arguments on the value of art. On one hand, Mill argued that aesthetic cultivation was important as an end in itself. Excellence was to be pursued disinterestedly as part of a beautiful life. On the other, Mill argued aesthetic cultivation was important as a means to the utilitarian end – strengthening the social sympathies made (...) social happiness attainable. The first argument highlights what Mill thought was missing from the theory of his utilitarian predecessors, while the second brought Mill closer to this tradition, rather than moving him further away from it. (shrink)

Understanding and improving how organizations work and are managed is the object of management research and practice, and this topic is of longstanding interest in the academia and in society at large. More recently, the contribution that the study of the brain could make to, notably, our understanding of decisions, emotional reactions, and behaviors has led to the emergence of the field of “organizational neuroscience”. Within the field of management, organizational neuroscience seeks to explore linkages between neuroscience research, (...) theories, and methods and management research. Its primary goal is to incorporate findings on the cognitive processes underlying the thoughts, behaviors and attitudes of organizational actors in order to better inform management theories, and to assist in understanding, predicting and improving these behaviors in the workplace. As a result, we have seen in the last decade a flurry of research projects and publications in organizational neuroscience, as well as novel or rejuvenated innovations around neuromarketing, neuroleadership, and cognitive enhancement in the work place, to name a few. However, research and practical applications in organizational neuroscience pose profound ethical challenges about, for example, organizational responsibility in the responsible use of scientific innovation. Drawing on recent debates in the field, and in response to upcoming ethical challenges of organization neuroscience, this book introduces “organizational neuroethics” as an emerging interdisciplinary field that addresses the ethics of organizational neuroscience research and applications, as well as the neuroscience of organizational ethics. The first part focuses on the ethics of organizational neuroscience and several chapters tackle the ethics of neuromarketing or neuroleadership and discuss the ethical issues associated with neuroenhancement practice in the workplace. The second part of the book addresses cutting-edge topics in the neuroscience of organizational ethics. Written by international experts in the fields of management, neuroscience, ethics, and social science, this book will be of prime interest to practitioners, researchers and students in the various fields concerned with improving management research and practices, as well as organizational ethics. (shrink)

Management theory is a diverse field where multiple theoretical perspectives coexist and coevolve, leading to conceptual pluralism. While conceptual pluralism is useful for grasping different aspects of the complex reality we live in, it may limit the further development of knowledge on elemental concepts. In this article, we focus on knowledge on the natural environment (NE) in management theory. We argue that management scholars and practitioners often rely on theoretical lenses that tend to reify the NE, thereby (...) limiting the conceptualization of some of the essential properties of the NE. Drawing on the example of the conceptual development of the ecosystem services (ES) at the intersection of economics and biology, we identify the advantages and the limits of interdisciplinary theory-building and testing. Finally, we discuss how tools from the philosophy of science can be useful for proposing a way forward for integrating reliable knowledge on the natural environment in management theory. (shrink)

Why are quantum correlations so puzzling? A standard answer is that they seem to require either nonlocal influences or conspiratorial coincidences. This suggests that by embracing nonlocal influences we can avoid conspiratorial fine-tuning. But that’s not entirely true. Recent work, leveraging the framework of graphical causal models, shows that even with nonlocal influences, a kind of fine-tuning is needed to recover quantum correlations. This fine-tuning arises because the world has to be just so as to disable the use of nonlocal (...) influences to signal, as required by the no-signaling theorem. This places an extra burden on theories that posit nonlocal influences, such as Bohmian mechanics, of explaining why such influences are inaccessible to causal control. I argue that Everettian Quantum Mechanics suffers no such burden. Not only does it not posit nonlocal influences, it operates outside the causal models framework that was presupposed in raising the fine-tuning worry. Specifically, it represents subsystems with density matrices instead of random variables. This allows it to sidestep all the results (including EPR and Bell) that put quantum correlations in tension with causal models. However, this doesn’t mean one must abandon causal reasoning altogether in a quantum world. When decoherence is rampant and there’s no controlled entanglement, Everettian Quantum Mechanics licenses our continued use of standard causal models. When controlled entanglement is present---such as in Bell-type experiments---we can employ recently-proposed quantum causal models that are consistent with Everettian Quantum Mechanics. We never need invoke any kind of non-local influence or any kind of fine-tuning. (shrink)