In Portugal, as elsewhere, the rhetoric of managerialism in higher education is becoming firmly entrenched in the governmental policymakers’ discourse and has been widely disseminated across the institutional landscape. Managerialism is an important ideological support of New Public Management policies and can be classified as a narrative of strategic change. In this paper, we analyse how far the managerialism narrative has been injected into the discursive repertory of Portuguese academics in their role as the co-ordinators of the (...) higher education institutions’ teaching and academic middle levels. Based on an analysis of interview responses, it seems that most academics support traditional academic values such as autonomy and collegiality, and reject university or polytechnic governance based on corporate philosophy. (shrink)

Managerialism has changed the nature of the curriculum and imposed upon us new conceptions of the teacher and teaching. In this paper a brief outline and critique of it are provided and its reductionist effects noted. Against this managerialism a conception of the school as an educational community is developed, based on Oakeshott's work. From within this conception a critique of planned or utopian change is mounted and a concept of incremental change outlined. At the same time a (...) concept of teacher autonomy is elaborated which is in contrast to rational autonomy but which restores a voluntaristic role to teachers. (shrink)

Managerialism impacted North American churches long before South and Central American churches, due to both the greater affinity for managerialism in Protestant ecclesial structures, and to the earlier development of advanced capitalism in North America. The most recent managerialist developments in Catholic churches of both continents have manifested themselves in the curial and Episcopal treatment of the clerical pedophilia scandals, while the developments in Pentecostal churches, especially in Latin America, have emanated from lower structural levels. Most of these (...) emanate from pastors in churches on a growth trajectory that utilizes mass media, especially televised services and sermons. (shrink)

Managerialism is not mere ideology, a concatenation of ideas subsisting in an epiphenomenal superstructure (Überbau) that mirrors economic relations (Base) and masks interests, but a set of practices that, as an extreme manifestation of human resources management (HRM), seeks to constitute the life-world (Lebenswelt) of participants in many sectors of society. Increasingly, it is those at the extremes of elite wealth and marginal poverty who may fall outside its remit and become free to think beyond its parameters. As inheritor (...) of personnel management, HRM as practice and ideology fills a societal vacuum and comes to exercise the power of totalizing social construction. In an integral performance culture the Performative Absolute emerges in the imaginary; it is an immanent sublime that instantiates and regulates the social being of the individual. This apotheosis of the 'manager's right to manage' overrides boundaries between public and private spheres and dissolves the separation of powers. As 'human resource', the employee is subject to living sacrifice; this is an oblation that demands ethical and theological critique. (shrink)

Given the myriad ways in which managerialism in higher education, and especially research undertaken there, is undesirable, is there a moral theory that plausibly explains why they all are and prescribes some realistic alternatives? In this contribution, I answer ‘yes’ to this overarching question. Specifically, I argue that the various respects in which managerialism is unjustified, particularly with regard to knowledge production, are well captured by an ethical philosophy grounded on salient ideas about communal relationship associated with the (...) southern African ethic of ubuntu. Furthermore, I bring out how my moral-theoretic interpretation of ubuntu provides concrete guidance about how university research, amongst other things, ought instead to be conducted. I conclude that in light of the promise of the sub-Saharan ethic, in future work it merits being weighed up against more characteristically Western criticisms of managerialism. (shrink)

Journal for the Theory of Social Behaviour, EarlyView.

As we enter the twenty-first century, a new set of unexamined assumptions that may be labelled managerialism is coming to dominate university life. In spite of the changes that have been taking place, semantics have largely remained stable. As a result, there has been little recognition of a need to examine the transformation carefully and critically. This paper seeks to explicate the changes, show how they express a common managerialist philosophy and critically analyze them. It does so by dividing (...) the topics to be discussed into two sections: People and Program. The first section shows how conceptual assumptions in regard to central components of the university have changed. Students are now thought of as consumers, administrators as managers, trustees as directors and faculty as employee stakeholders. These conceptual renderings are consistent with and support a managerialist philosophy. The second section shows how a previously accepted bright line between education and training has broken down so that what we thought of as education has become little more than ornamentation for what are basically training programs. In addition, the training programs have achieved a semantic victory by persuading us to refer to them as education. The program change is fully consonant with the people changes. The academy has become one more instance of the general management philosophy that dominates our societies. We have lost our role as autonomous critics and uncritically become a component of the larger arrangement. (shrink)

This article explains the attempts of nurses to practice humanistic, holistic care in line with their professionalizing strategy. Ideally, the intention of nurses is to broaden their concerns beyond the physiological needs of patients, thereby circumventing biomedical control over their work. However, the author argues that resource constraints, and the coalescing of biomedical and managerial definitions of patients, suggest that holistic notions of care are subjected to a new form of calculus and normalizing technology. Critically, nurses are more preoccupied with (...) the day-to-day struggle to free up resources for healthcare, in particular bed spaces, and to pre-empt the problem of bed blocking. Such work suggests that the ‘emptying of beds’ is not just a symbol of accomplishment for nursing work. From the governmentality theory of Foucault, the administration of ‘beds’ has become part of the managerial power/knowledge discourse and an instrument for making nurses toe the financial bottom-line. (shrink)

For academics and students, Education Management in Managerialist Times offers a critical guide to existing educational management texts and makes a strong case for redefining educational management along more socially and politically informed lines. The book also offers practitioners alternative management strategies intended to contest, rather than support, managerialism, while being realistic about the context within which those who lead and manage schools currently have to work.

Ignited in this and other countries by the rapid rise of the modem corporation to a position of strategic importance, both nationally and internationally, an intense debate continues today unabated. At the heart of the debate is a fundamental question: What role should the modern corporation play in a free society? And, as corporations become increasingly multinational, the fundamental question might more accurately be stated as a question about the role the multinational corporation should play in a free society, indeed, (...) in the world. This question, I believe, should provide the orientation for research inquiries in Business Ethics and Business and Society.Within the business community in the U.S., two dominant responses to the fundamental question emerged quite early in the century, responses which have been characterized as the Classical and Managerial business ideologies. Approaching the 21st century, these remain the two major alternatives, reflecting not merely the competing ideological frameworks of the business community, but of the larger society in the U.S. as well. That these constitute the dominant alternatives is extremely regrettable, even dangerous, for, as I have argued elsewhere, both are seriously inadequate. (shrink)

The revolt against expertise is a novel aspect of a larger and longer-standing discontent with the power of managerial elites within modern democracies. In the United States, scientific expertise is contested adversarially on the model of a public trial. In broadcast media, expert disagreement proceeds via staged debates with opposing sides (generally representing extremes of more complex debates) arguing scientific questions bearing on public policy. By the mid-20th century many observers agreed that this broadcast format had transformed the active ‘public’ (...) – the target audience of these debates – into a passive ‘mass society’ that could listen to or view them, but had few or no means, outside of electoral politics, to engage with them. Two recent developments have challenged the traditional approach to public debates of scientific expertise, and challenged that expertise itself. The first is the rapid privatization of science since about 1980, changing public perception of scientists from disinterested servants of truth to spokespersons for government or economic interests. The second (since about 2007) is the combination of the universality of smartphones and direct access to internet discussion platforms not controlled by managerial elites, which have transformed the mute ‘mass’ into a highly vocal assortment of selforganizing publics (like those imagined in classical democratic theory) demanding to be heard directly on scientific questions. The matter of who now is a scientific expert, for whom, and under what circumstances, is a pressing question for historians, philosophers, and sociologists of science. (shrink)

Traditionally, medical professionals have taken a paternalistic stance towards their patients and have relied on a traditional approach to medical ethics. In recent years, in Britain, however, a new ‘managerialism’ has developed in the National Health Service (the NHS). This stresses consumerism and greater patient choice and is changing the relationship between doctors and patients. This paper draws out the implications for patients. It describes the ethical characteristics of the two conflicting approaches and argues the need to stress again (...) the view of the patient as an individual person. (shrink)

In Europe, welfare state provision has been subjected to 'market forces'. Over the last two decades, the framework of economic competitiveness has become the defining aim of education, to be achieved by new managerialist techniques and mechanisms. This book thoughtfully and persuasively argues against this new vision of education. This in-depth major study will be of great interest to researchers in the sociology of education, education policy, social theory, organization and management studies, and also to professionals concerned about the deleterious (...) impact of current education policy on children's learning and welfare. (shrink)

This book brings management and organisational theory into dialogue with political thought and philosophy. It explains the allure of managerialism in relation to contemporary ethical and political perplexities and shows how managerialism displaces the question of authority and its relationship to politics, government and the professions.

This article takes as its point of departure the idea that the adoption of managerial principles to ensure the quality of DNA evidence is an accident of history which has changed the ways forensic biology is conducted and forensic biologists think. I begin by defining managerialism and tracking its entry into the contentious world of forensic biology, asking how it is that a focus on efficiency and precise process control is affecting these labs. My analysis unfolds in two parts. (...) I first look at the external inspection routines that assure quality in forensic labs and the degree to which these routines represent ‘‘self” rather than ‘‘peer” assessment. I next look at the internal lab quality assurance routines that facilitate managerial control of technical and scientific workers, noting that QA is a trope flexible enough to govern both the numerically auditable and quasirobotic activities of technicians along with the less tangible more consensus-based human interactions of scientists. Illustrating that ‘‘science” is being pushed aside by management imperatives, I examine the consequences of this new emphasis for both the lab workers and the criminal justice system. (shrink)

This paper considers the questions that Badiou's theory poses to the culture of economic managerialism within education. His argument that radical change is possible, for people and the situations they inhabit, provides a stark challenge to the stifling nature of much current educational debate. In Saint Paul: The Foundation of Universalism, Badiou describes the current universalism of capitalism, monetary homogeneity and the rule of the count. Badiou argues that the politics of identity are all too easily subsumed by the (...) prerogatives of the marketplace and unable to present, therefore, a critique of the status quo. These processes are, he argues, without the potential for truth. What are the implications of Badiou's claim that education is the arranging of ‘the forms of knowledge in such a way that truth may come to pierce a hole in them’ (Badiou, 2005, p. 9)? I will argue that Badiou's theory opens up space for a kind of thinking about education that resists its colonisation by the cultures of management and marketisation and leads educationalists to consider the emancipatory potential of education in a refreshing new light. (shrink)

This discussion paper examines the links between learning outcomes, managerialism and research into teaching and learning in further/higher education. It constructs a worse case scenario which explores the dangers flowing from a managerialist appropriation of both learning outcomes and research into teaching and learning. It suggests this leads to a technicised practice which limits creative and critical engagement with the curriculum. The paper calls for the development of an engaged and dialogic practice. This worst case scenario enables a consideration (...) of conditions that would faciliatate the development of empowering practices. (shrink)

This article discusses the conceptualisation, organisation and philosophical orientation of academic history culture in UK higher education. It problematises the extent to which a dominant history culture in UK universities implies and uncritically reproduces normative understandings about the subject; about its epistemological standing, sociopolitical functions, and the presumed cultural value of the discipline practices that students learn to perform. We suggest that current conceptions of history degree curricula are overly thin and organised around a dominant managerialist discourse of skills, personal (...) development and learning outcomes. In a historicised world, in which history-focused behaviour has a crucial, ideological, affirmatory role, and in which historical narratives have a privileged cognitive function, we argue that it is critical for university history students to be able to deconstruct the processes by which history legitimises itself, and reinforces matrices of power in our societies. The positioning of history in higher education as a form of technocratic managerialism closes down spaces in which students can explore the potential of historical practices as a means of engaging with issues of current sociopolitical and ethical concern. We ask in this article, is this what we want an academic history culture to do? (shrink)

Seventy years ago James Burnham (1905–1987) was a well-known American intellectual figure. Burnham’s 1941 book The Managerial Revolution, a cause célèbre, provided some of the conceptual framework for George Orwell’s 1984. Cornelius Castoriadis (1922–1997) at the time was an obscure Greek-French political intellectual, writer and small-group organizer. He co-founded the left-wing Socialisme ou Barbarie in Paris in 1949 while Burnham was already on a rightward intellectual trajectory. The two, though, shared certain traits. Both emerged from Trotskyist milieus as critics of (...) bureaucratic collectivism. Both were anti-communists. Both were gifted writers and thinkers who were distinctly unorthodox in their approach, notably their scepticism about 20th-century managerial society and bureaucratic forms of capitalism. Then there were the divergences. At its inception in 1955 Burnham joined National Review, the principal organ of modern centre-right conservative opinion in the United States. Castoriadis became a leading figure of the French self-management left. Based on his Christian Gauss Seminar at Princeton, Burnham’s 1964 book Suicide of the West offered the most potent intellectual critique of left-liberalism ever produced. In ‘Proletariat and Organization 1’ (1959), Castoriadis referred to Burnham’s ‘pseudoanalysis’ of bureaucracy. Burnham was not a self-management advocate. As he abandoned Marxism his social philosophy drew on Vilfredo Pareto and other Machiavellian social theorists. The paper explores the affinities and the divergent political trajectories of two of the 20th century’s most interesting anti-bureaucratic thinkers. (shrink)

I argue that neo-liberalism requires a managerialist view of our universities; and to the extent that managerialism cannot be ameliorated, to that extent neo-liberalism signals the end of universities as places of learning. Rather than calling for “friendlier” management practice, we need to organise opposition by articulating and rallying around some vision of what the ends should be of the university, and which managing such an institution should therefore serve. Such a vision, whatever exactly its details might consist in, (...) would have to be in explicit opposition to the neo-liberal ideal of universities as providers of “flexible” workers for employers and compliant subjects for governments. A precondition of reclaiming our universities from the managerialists, whether they be committed neo-liberal cadres or reluctant bit-players, is to tell the truth; and to be able to tell the truth, one has first to identify it aright. Happily that attempt describes exactly what it is to be an academic. (shrink)

The essay undertakes a theological genealogy of the spirit of managerialism as it affects churches today by tracing it back to hermeneutical shifts in the history of (Protestant) theology: the loss of the externality of the word as a result of Schleiermacherian hermeneutics as it moved the centre of attention from a doctrine of the word to a doctrine of faith. The author demonstrates how the shift to inwardness created the conditions in which the market of 'spiritual needs' could (...) emerge that today's church managers capitalize on. Theological analysis is embedded in a narrative account of an instructive controversy in the German Protestant churches in the 1990s when a group of theologians produced a manifesto 'Against the Economisation of the Church'. (shrink)

This introduction situates key themesfound in papers given at a recent workshop on thechanging material practices, meanings, and regulationof US organic food production. The context is theemergence of an international bio-politics ofagriculture and food and, more particularly in the US,the contradictions of sustainable agriculturemovements catalyzed by the rapid scaling up of organicagriculture from a niche activity to nascentindustry.

This paper examines how good management can repair fractured relationships within organisations, addressing problems that if left unattended will threaten the future existence of many of these companies. It analyses why there is a mood for change in management thinking, and what direction that change can take. Part of the challenge is how managers can best satisfy the objectives of corporate social responsibility initiatives, and repair organisational and fractured community relationships. A possible role for management is to examine alternative ways (...) of thinking about the potential benefits for the organisation that can be achieved by enhancing employee relationships. In this regard, this paper offers strategies to examine management’s adverse affects on workers’ life-plans. The art of interpretation is used to expose how bureaucratic logic ignores workers’ rights and potentially damages the corporation’s longevity. Interpretation, as opposed to procedure, suggests that organisations are not simply profit mechanisms, but active and dynamic civil societies. By better understanding the facilitating processes of administrative and management thinking, it is possible that we can develop alternative strategies that empower individuals to circumvent the negative consequences of instrumental rationality and enable them to act more responsibly in the public interest. (shrink)

Historically the professions have maintained a commitment to what MacIntyre calls the “internal goods of practice” as opposed to the external goods of practice associated with monetary compensation and activities directly related to monetary compensation. This paper argues that the growing financialization of the economy has fostered a climate of managerial control exemplified in the proliferation of auditing and procedures associated with auditing. Accordingly professionals, whose organizational function includes responsibility for the internal goods, are thereby frustrated in so far as (...) they have been forced to become preoccupied with performance indicators and the goals of financial efficiency imposed by hierarchies founded on managerial expertise rather than professional achievement and competence. A reaffirmation of professional commitment to the internal goods may well require a communitarian approach that entails a reorganization of society around the common good rather than the efficiency ethos that has displaced it. (shrink)

Community organising is subject to several interpretations, and community practices have spread worldwide over the last three decades (Mizrahi 2016; Tattersall 2015). Community organising has diffe...

In this paper I consider the routine moral burden of occupying a professional role and having to negotiate tensions between the normative expectations attached to that role and one's own personal moral compass. Using an example to introduce this central issue I then seek to explore it through a discussion of the tensions between, and spaces between, ‘identifying’ with one's role and ‘separating’ oneself from one's role. I suggest that ethical integrity at work is revealed through the successful negotiation of (...) these tensions, but that such negotiation depends upon the power and other resources available to individual professionals. Finally I argue that this discussion of ‘the ethics of role occupation’ has important implication for ‘the ethics of role construction’ and adds weight to concerns about the potential moral costs of managerialism. (shrink)

This article considers the challenges faced by social workers struggling to act ethically in what we characterise as the ‘unethical climate’ of neoliberalism. We offer a brief account of the current context, including the increasing managerialism and marketisation of welfare services, exacerbated by cuts in welfare provision following the 2008 financial crisis. We discuss the concepts of ‘ethical resistance’ and ‘ethics work’. We illustrate this with three case examples drawn from accounts given by social workers in Canada and England (...) in the context of two research studies. These accounts feature social workers struggling to be ethically good and to do what they consider to be the right actions in difficult circumstances. We interpret their accounts of their actions largely in terms of everyday ethical resistance to organisational pressures of regulation of practice and rationing of resources. We conclude that everyday ethical resistance is not enough to ‘make good’ the unethical climate, but is an important precursor to social and political resistance. (shrink)

The purpose of this contemporary history study is to analyse nursing strategy documents produced by NHS Trusts in England in the period 2009–2013, through a process of discourse analysis. In 2013 the Francis Report on the Mid-Staffordshire NHS Foundation Trust was published. The Report highlighted the full range of organisational failures in a Trust that valued financial efficiency over patient care. The analysis that followed, however, dwelt heavily on the failings of the nurses. Nursing strategy documents at that time served (...) to set the future direction for NHS Trusts, prescribing specific value frameworks for each nursing workforce. However, the values chosen frequently conflicted with each other pitting nursing values against a managerial trope. It is argued that documents provided a response to wider NHS concerns and high-profile failures in care, particularly the Francis Report, paying lip service to staff engagement whilst maintaining a corporate focus. Nursing values were placed firmly within a managerialist discourse, one that has needed to be re-evaluated in the current Covid-19 pandemic. Wider implications of the research suggest discussion of value conflict may be beneficial within nursing education and a truly local approach to strategy creation would potentially promote staff buy-in to strategy documents. (shrink)

Postmodernism has been criticized as failing to offer, on the one hand, authoritative explanations for social phenomena that might provide a scientific basis for policy formation or, on the other, the philosophical justification for emancipatory work – its radical scepticism about claims to knowledge leaving its advocates, including many nurses, with little scope to transform oppressive social and political regimes. Various approaches to this important problem have been offered, both philosophical and mediodological. Some critical theorists have rejected certain aspects of (...) postmodernism as dangerous and distracting. Some more accommodating solutions are troubled by unacknowledged inconsistencies. Others embrace post‐modernism's unavoidable ambiguity (towards the Enlightenment for instance) with a lighter heart. In this paper I will review some of the criticism of postmodernism and some proposed solutions to these problems. Using recent research into the impact of managerialism on nursing within the UK National Health Service as an example and drawing on deconstructive literary theory, I conclude by accepting a rhetorical agonistics of undecidability. I take postmodernism as a mandate for causing trouble for those groups who are currently having their say and whose version of truth and rationality has achieved domination over others. I do not take postmodernism as a place from which to champion the cause or privilege the view of any particular group. (shrink)

Ideal theory has been extensively contested on the grounds that it is ideology: namely, that it performs the distorting social role of reifying and enforcing unjust features of the status quo. Indeed, a growing number of philosophers adopt a nonideal methodology—which dispenses with ideal theory—because of this ideology critique. I argue, however, that such philosophers are confused about the ultimate dialectical upshot of this critique even if it succeeds. I do so by constructing a parallel—equally plausible—ideology critique of nonideal methodology; (...) specifically, I argue that capitalist and managerial social attitudes have commodified people’s conception of justice and induced suspicion of ideal theory, which is not construed as having direct practical value. Consequently, nonideal methodology performs the distorting role of reifying and enforcing the hegemonies of capitalism and managerialism. Ideal theory and nonideal methodology are, therefore, in symmetrically bad positions. (shrink)

The aim of this article is to extend the explanatory power of Martin Thrupp’s legacy within the framework of critical realism. Specifically, it argues that critical realism’s methodological complement, the morphogenetic approach, provides a metatheoretical toolkit that can deepen and expand Thrupp’s realist analysis of school contexts. The article elaborates on how the morphogenetic approach offers a stratified, temporally phased view of causality that integrates structure, agency, and culture (SAC). By foregrounding SAC, it argues for a layered and nuanced understanding (...) of context in education policy analysis, refining Thrupp’s conceptualisation of the constraints and opportunities available to school leaders. The article also delineates how the morphogenetic approach offers greater analytical precision in examining how emergent socio-cultural configurations condition agency and change within global educational systems, particularly through its positing of ‘situational logics’ that predispose agents towards specific courses of action. The final section outlines the potential of the morphogenetic approach for theorising the impact of globalised neoliberalism and managerialism on education, ultimately complementing and sharpening Thrupp’s realist contextualism. The article concludes that Thrupp’s contextual approach can be ‘rebranded’ through the morphogenetic framework, enhancing his realist analysis with a stratified understanding of how global neoliberal forces shape local educational contexts while offering strategies to resist managerialism and promote social justice. (shrink)

We describe the case of an eighty‐four‐year‐old man with disseminated lung cancer who had been receiving palliative care in the hospital and was found by nursing staff unresponsive, with clinically obvious signs of death, including rigor mortis. Because there was no documentation to the contrary, the nurses commenced cardiopulmonary resuscitation and called a code blue, resulting in resuscitative efforts that continued for around twenty minutes. In discussion with the hospital ethicist, senior nurses justified these actions, mainly citing disciplinary and medicolegal (...) concerns. We argue that moral harms arise from CPR performed on a corpse and that legal concerns about failing to perform it are unfounded. We contend that such efforts are an unintended consequence of managerialist policies mandating do‐not‐resuscitate orders and advance care plans and of defensive practices that can value the interests of institutions and practitioners over those of patients. Health management teaching should include managerialism and its pitfalls, while clinician training should prioritize ethical reasoning and legal knowledge over defensive practice. (shrink)

Managerialism in the Church is rooted in the very character of Reformation theology. The letter's understanding of salvation as imputation and its reduction of the importance for salvation of belonging to the Church encourages the idea that there is a religious 'product' which can be managed and marketed. Modern evangelicalism consummates this tendency and uniquely allows a combining of the capitalist product with the capitalist actor. 'Fresh Expressions' in the Church of England fuses this trend with a liberal ideology (...) of choice and the assumption that parish life must inevitably decline. The new modes of Church which it sponsors deny the very idea of the need to encounter different others in a specific locality which is crucial to the Pauline notion of the Body of Christ. It is hence a misconstrual of Christianity as such. (shrink)

The rise of managerialism within healthcare systems has been noted globally. This paper uses the findings of a scoping study to investigate the management of poor performance among nurses and midwives in the United Kingdom within this context. The management of poor performance among clinicians in the NHS has been seen as a significant policy problem. There has been a profound shift in the distribution of power between professional and managerial groups in many health systems globally. We examined literature (...) published between 2000 and 10 to explore aspects of poor performance and its management. We used Web of Science, CINAHL, MEDLINE, British Nursing Index, HMIC, Cochrane Library and PubMed. Empirical data are limited but indicate that nurses and midwives are the clinical groups most likely to be suspended and that poor performance is often represented as an individual deficit. A focus on the individual as a source of trouble can serve as a distraction from more complex systematic problems. (shrink)

This paper offers a typology of university management roles in the age of permanent austerity. The repackaging of every function within the university administration as a cost centre – meaning of course a potential profit centre – has long been seen as an unsustainable market model. Yet perversely it persists, and we would do well to name the hyperbolic functionaries of this administered institutional reconstruction, in a place where a humourless credentialism prevails. The paper revives the work, and temperament, of (...) the early 20th-century sociologist Thorstein Bunde Veblen as a heuristic aid. With Veblen, the protocols of commercial imperative in the state education sector masquerade as education as a social good while the ‘university’ itself is skewered with the tragic realism of forms. (shrink)

In this paper we reconsider Adam Smith’s ethics, what he means by self-interest and the role this plays in the famous “invisible hand.” Our efforts focus in part on the misreading of “the invisible hand” by certain economists with a view to legitimizing their neoclassical economic paradigm. Through exegesis and by reference to notions that are developed in Smith’s two major works, we deconstruct Smith’s ideas of conscience, justice, self-interest, and the invisible hand. We amplify Smith’s insistence, through his notions (...) of the virtues, that as human beings, and by analogy, organizations, we are intrinsically social, rather than selfish and or egoistically self-centered. Thus, we have responsibilities to and because of others. We conclude that such a managerialist preoccupation with shareholder value is challenged, if not completely refuted, by taking seriously the social character of Smith’s complex vision of commerce. (shrink)