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)

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.

Recent marketing theory uses the Jungian concept of the archetype to design strategies for the improvement of product selling. Mark and Pearson propose that archetypes such as the ruler, the hero, the outlaw, and the sage are useful in promoting a product. This article suggests that the concept of archetypes as well as myths such as the Prometheus myth and the myth of the expulsion from Paradise, when combined with the insights offered by Mark and Pearson, may help in (...) understanding the management of trials of dissent as well. The article presents seven motifs that recur in trials of dissent and shows how they form a part of the phenomenon of the political management of dissent: the demonization and otherization of defendants and their supporters; the tendency to employ the charge of conspiracy and thus target a group rather than a single individual; the bending of the laws of procedure; the utilization of previously-untested substantive charges; the appeal made by each side to an external principle or vision--typically, the government resorts to the law of necessity whereas the defense resorts to natural law or a vision of "true justice" ; focus on the judge as manipulator of laws; and the appellate court assuming the role of the ultimate sage, performing its task with balance and detachment. The appellate court may use softer rhetoric in an effort to minimize the damage to the appearance of legality. When it does so, the rule of law is reaffirmed as a concept that benefits all sides; there is thus unity in the commitment to the rule of law, not to patriotism or to identification with the government. In addition, an effort is made to reaffirm the maxim that the government is a government of law, not of men. (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)

Historical myths are appealing primarily because they provide people with views of life and their role in it as significant and enduring. These worldviews help people manage death anxiety by enabling them to view themselves as part of something great that stretches far into the past and endures indefinitely into the future. We review empirical evidence supporting this analysis.

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)

The relevance of the guna theory to applications of Western management practice is seen in this paper as an insight holding capacity to guide managerial behaviour. In its essence, the guna theory depicts values which constitute human personality into a sattwa-rajas delineation of deepened understanding, giving direction to action and which, in turn, illustrates negative values (tamas) likely to cause obstruction. For managers to appreciate this level of understanding, while simultaneously sensing those values which inhibit purposeful action, (...) may be regarded as containing strength in a more intuitive, subjective way than values of moral judgement adopted to guide managerial action in the West. As such, the guna theory has deep relevance in the face of egotistical, contractual or legal values, so often defining the parameters of Western management. (shrink)

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)

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)

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)

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)

In mainstream economic theory money functions as an instrument for the circulation of commodities or for keeping a stock of liquid wealth. In neither case is it considered fundamental to the production of goods or the distribution of income. Augusto Graziani challenges traditional theories of monetary production, arguing that a modern economy based on credit cannot be understood without a focus on the administration of credit flows. He argues that market asset configuration depends not upon consumer preferences and available (...) technologies but on how money and credit are managed. A strong exponent of the circulation theory of monetary production, Graziani presents an original and perhaps controversial argument that will stimulate debate on the topic. (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)

In this paper, I build on Wittgenstein’s metaphor of a toolbox to introduce the metaphor of ‘tool confusion’ – how differing conceptual constructs may be applied, or misapplied, to one another and the effect that such applications have on the advancement of management theory. Moving beyond metaphor, I investigate a theory of management through two specific philosophical lenses (Popper and Lyotard). This analysis tests both the theory and the philosophies with regard to how each philosophy (...) may be applied as a tool to advance theory towards more effective application. Preliminary conclusions confirm that the application of partial philosophies is not as useful as the application of complete philosophies. Deeper contemplation, however, suggests that there is no upper limit to the completeness of philosophies. Thus, the problem of completeness is inescapable. In place of completeness, I explore the use of perceptual tools that are more specific, foundational and concise. Engaging in a second investigation, I use structures of logic (circular, linear, branching and co-causal) to investigate the subject theory. This investigation suggests at least two important insights relating to the structure of theory and the fuzziness of theory. Combined, these investigations and related conversations suggest rigorous methods for advancing theories and a more normative role for the philosophy of management that will support the accelerated advancement of management theory and practice. (shrink)

By the year 2000, the management of education in England had lost much of its capacity to ensure the commitment of headteachers and teachers. As market forces engendered competition among schools, the bureaucratic monitoring of schools by agencies of government increased on the grounds that objective and comparable data about schools should be made public so that parents could express a rational choice of school. Levels of stress increased; workloads intensified. Thereafter, a series of ‘softer’ approaches emerged in order (...) to deal with this. They have coalesced around the concept of ‘leadership’, particularly distributed leadership and, more recently, emotional leadership and spiritual leadership. Distributed leadership draws on socio-cultural activity theory; emotional leadership is informed by positive psychology; spiritual leadership by eastern mysticism. Each has its advocates and its critics. At issue, however, is not so much their relative effectiveness but rather it is to relate them to the economic, cultural and political trends which have allowed them to emerge. These ‘soft’ normative leadership approaches have not supplanted a digitally-informed rational bureaucratic form in education; they are supplementing it. The theoretical stance taken falls within the field of critical theory. (shrink)

The ongoing discourse on Corporate Social Responsibility (CSR) recognises two positions canvassed extensively in literature. These positions have crystallised in the agency theory and the stakeholder theory. The agency theory holds the proposition to be true that the social responsibility of business is profit maximisationand that the duty of the business executive or manager is to produce result for his employer(s) namely, the board of directors and the shareholders. The stakeholder theory, on the other hand, avers (...) that beyond the board of directors and the shareholders of a company there are a large number of stakeholders that are affected by the operations of a firm; and that these stakeholders deserve some gestures of goodwill and solidarity from business organisations, which in turn would impact positively on their operations. A third position often glossed over in this arena which I propose to canvass is what I choose to call the “obligatory theory” of corporate social responsibility which simply states that a business organisation is duty-bound or obligated to be socially responsible to the environment of operation. (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)

There is growing appreciation of the challenges posed by our current economic activity in terms of the natural environment. Increasingly, people have come to appreciate that business must not only be more aware of its environmental impact, but also must be more environmentally sustainable in its core operations. Academic theories of management influence managerial practice. They clarify what is important to the corporation, and where managers and employees should direct their attention. The focus of this paper is to explore (...) the extent to which three possible managerial mindsets—shareholder value maximization, stakeholder value maximization, and the triple bottom line—may either enhance or inhibit the ability of corporations to manage in an environmentally sustainable way. We discuss the implications of each of these mindsets and highlight their relative strengths and weaknesses, noting that all three hold promise, but each has limitations in enabling managers to operate sustainably. (shrink)

Sumantra Ghoshal’s condemnation of “bad management theories” that were “destroying good management practices” has not lost any of its salience, after a decade. Management theories anchored in agency theory (and neo-classical economics generally) continue to abet the financialization of society and undermine the functioning of business. An alternative approach (drawn from a more classic institutional, new ecological, and refocused ethical approaches) is reviewed.

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)

:The ideal of public justification holds, at a minimum, that the most fundamental political and legal institutions of a society must be publicly justified to each of its members. This essay proposes and defends a new account of this ideal. The account defended construes public justification as an ideal of rational justification, one that is grounded in the moral requirement to respect the rational agency of persons. The essay distinguishes two kinds of justifying reasons that bear on politics and shows (...) how they inform the ideal of public justification. It also decouples public justification from contractualist political morality. The result is a novel account of public justification that departs markedly from how the ideal is commonly characterized, but shows how it retains its distinctiveness as an ideal of politics. View HTML Send article to KindleTo send this article to your Kindle, first ensure no-reply@cambridge.org 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.THE PURE THEORY OF PUBLIC JUSTIFICATIONVolume 32, Issue 2Steven Wall DOI: https://doi.org/10.1017/S0265052516000170Your Kindle email address Please provide your Kindle email.@free.kindle.com@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. THE PURE THEORY OF PUBLIC JUSTIFICATIONVolume 32, Issue 2Steven Wall DOI: https://doi.org/10.1017/S0265052516000170Available 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. THE PURE THEORY OF PUBLIC JUSTIFICATIONVolume 32, Issue 2Steven Wall DOI: https://doi.org/10.1017/S0265052516000170Available 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)

Professional institutions are increasingly confronted by fiscal constraints and political pressures to improve and increase their accountability in a competitive consumer-driven market. Accordingly, the need to ensure efficiency and accountability is of strategic importance. This article reports on a qualitative study of medical professionals that assessed the utility of financial incentives and external control methods derived from agency theory to ensure accountability of professionals. The authors argue that approaches derived from stewardship and institutional theories can extend the principal–agent perspective (...) to sustain greater social and ethical accountability. (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)

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)

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)

The literature on mass communication is now dominated by "objective sociological "approaches. What makes the work of Stephenson so unusual is his starting points: his frank willingness to adopt a "subjective "and "psychological "approach to the study of mass communication. In short, this is an internal analysis of how communication processes are absorbed by individuals. The theory of play is not a doctrine of frivolity, but rather a way in which Stephenson gets at such sensitive areas of communication (...) class='Hi'>theory as what is screened out and why. Without a notion of the play element in communication one would be led to imagine that every televised docudrama would be immediately lived out by every adolescent. Clearly, this is not the case. People can distinguish quite well between imaginary and real events in mass communication contexts. "The Play Theory of Mass Communication "is a work that studies subjective play, how communication serves the cause of self-enhancement and personal pleasure, and the role of entertainment as an end in itself. In short, for those who are tired of cliche-ridden volumes on the political hidden messages and meanings of communication, or the economic management of media decisions, this volume will come as a refreshment, a piece of entertainment as well as instruction. But with all the emphasis "on "aspects, Stephenson's volume is shrewdly political. He takes up themes ranging from the reduction! of international tensions to the happily alienated worker to such pedestrian events as the reporting of foreign Soviet dignitaries in their visits to democratic cultures. This is, in short, an urbane, wise book--sophisticated in its methodology and critical in its theorizing. (shrink)

The core of business ethics literature is based upon the stakeholder theory of the firm. The normative function of this theory is to internalise the concept of social responsibility into the definition of the firm (the firm as a social contract) and into the managerial practice (participative management, social and ethical audit). But why should we introduce this business ethics approach into the field of the non-profit sector, which by its origin and mission has already a strong (...) social dimension? Is there a genuine dilemma of social responsibility in non-profjt institutions? The first part of the paper will give a more theoretical answer to this question. The second part will illustrate the relevance of the business ethics approach by presenting an empirical application of the stakeholer theory in the Belgian-Flemish non-profit sector. (shrink)

Next SectionCultural differences in end-of-life care and the moral disagreements these sometimes give rise to have been well documented. Even so, cultural considerations relevant to end-of-life care remain poorly understood, poorly guided, and poorly resourced in health care domains. Although there has been a strong emphasis in recent years on making policy commitments to patient-centred care and respecting patient choices, persons whose minority cultural worldviews do not fit with the worldviews supported by the conventional principles of western bioethics face a (...) perpetual struggle in getting their care needs met in a meaningful, safe, and healing way. In this essay, attention is given to exploring why cultural differences exist, why they matter, and how health care providers should treat them in order to reduce the incidence and impact of otherwise preventable harmful moral outcomes in end-of-life care. In addressing these questions, a novel application of the renowned terror management theory will be made. (shrink)

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)

I present a new theory of the composition of material objects. An important component of it is the claim that objects have non-concrete objects as parts. A non-concrete object is an object that lacks many of the features that concrete objects typically have—size, shape, mass, location, causal abilities, etc.—but yet is unlike typical abstract objects since a non-concrete object could have those features. This is an ontology defended by Timothy Williamson, but I employ it in a new manner to (...) solve problems in the metaphysics of material objects. Specifically, I think it allows us to improve upon the Worm Theory, which claims that objects persist through time by having temporal parts. One main argument for Worm Theory is that it can preserve the principle that no two objects can share all the same proper parts. This is a principle that I think is intuitively gripping, but that I also argue for. Worm Theory therefore is to be preferred to the more ‘commonsensical’ Endurantist view on which objects are ‘wholly present’ at each moment at which they exist; the reason being that Endurantism gives the result that objects—like a statue and the clay it’s made out of—share all the same proper parts. By instead claiming that such objects also have temporal parts, Worm Theory manages to avoid this bad result for particular cases. The problem, however, is that it can’t avoid that result for all cases. We can easily imagine cases in which a statue and the clay from which it is made come into and out of existence at the exact same times. Thus the objects would not differ even with respect to their temporal parts. The view that I advance instead claims that objects must have something like modal parts. Thus we could say that since there is a possible world in which the clay exists without the statue, they do not completely overlap with respect to their modal parts. And so we avoid the bad result for all cases. The problem, however, is that there are no such things as objects that don’t actually exist. Hence, there couldn’t be such modal parts. Nonetheless, we can get something like modal parts by holding that such things actually exist, but are simply not actually concrete. Thus, the ‘pieces of clay in other worlds’ do actually exist, but they are not actually pieces of clay. They are non-concrete objects that could be pieces of clay. So even in a case where the clay and statue are created and destroyed at the same times, they differ with respect to their non-concrete parts. I call this the LED Theory because objects resemble LED display boards: just as the board is composed of numerous lights, each of which can be on or off, so objects are composed of numerous parts, each of which can be concrete or non-concrete. The paper provides further defense of this view and response to objections. (shrink)

A nexus of imperfect duty, defined as positive commitments that have practical limits, describes business behavior toward building affable and virtuous relations, maintaining reasoned social discourse, and performing the due diligence necessary for making knowledgeable business decisions. A theory of the development and extent of the limits of these imperfect managerial duties is presented here, a theory that in part explains the activities and personnel included under the firm’s umbrella. As a result, the nexus of imperfect duty is (...) shown to complement the perfect-duty-based nexus-of-contracts theory of the firm. The existence of flexible trade-offs involving these duties, trade-offs limited by contractual arrangements whether explicit or implicit, is shown to be one of the advantages of imperfect duty for developing business relations. (shrink)

In Veritas, Gerald Vision defends the correspondence theory of truth -- the theory that truth has a direct relationship to reality -- against recent attacks, and critically examines its most influential alternatives. The correspondence theory, if successful, explains one way in which we are cognitively connected to the world; thus, it is claimed, truth -- while relevant to semantics, epistemology, and other studies -- also has significant metaphysical consequences. Although the correspondence theory is widely held today, (...) Vision points to an emerging orthodoxy in philosophy that claims that truth as such carries no significant weight in philosophical explanations. He devotes much of the book to a criticism of that outlook and to a less vulnerable formulation of the correspondence theory.Vision defends the correspondence theory by both presenting evidence for correspondence and examining the claims made by such alternative theories as deflationism, minimalism, and pluralism. The techniques of the argument are thoroughly analytic, but the problem confronted is broadly humanistic. The question examined -- how we, as thinking beings, are connected to and manage to cope in a world that was not designed for our comfort or convenience -- is more likely to be raised by continentalists, but is approached here with the tools of clarity and precision more highly prized in analytic philosophy. The book seeks to avoid both the obscurantism that infects much continental thought and the overly technical concerns and methodology that limit the interest of much work in analytic philosophy. It thus provides a rigorous but largely nontechnical treatment of the topic that will be of interest not only to readers familiar with philosophy but also to those with a background in literary theory and linguistics. (shrink)

The theory of the social responsibility of the firm oscillates between two extremes: one that reduces the firm's responsibility to the obtainment of (the greatest possible) profit for its shareholders, and another that extends the firm's responsibility to include a wide range of actors with an interest or "stake" in the firm. The stakeholder theory of the social responsibility of business is more appealing from an ethical point of view, and yet it lacks a solid foundation that would (...) be acceptable to a variety of schools of thought.In this paper I argue that the stakeholder theory could be founded on the concept of the common good. First, I explain the foundations of the theory of the common good, the concept itself, how it relates to the individual good, and its role in the firm. Following that, I explain how the theory of the common good could be applied to the stakeholder theory. Finally, I draw some conclusions. (shrink)

Despite the appeal of the stakeholder concept, little work had been done with respect to the development of specific structures for the management of stakeholder relations. This paper draws upon the organizational justice literature to demonstrate how many of its concerns coincide with those of the stakeholder management literature. It shows that organizational justice can provide specific advice for the design of stakeholder relations, while stakeholder theory can broaden the scope of current inquiries into organizational justice.

The mortality salience (MS) hypothesis postulates that anxiety elicited by mortality awareness leads people to develop negative emotions toward those who hold values inconsistent with their worldview faith. We explored this hypothesis in a sample of 76 Israeli combat soldiers, who were asked to reflect on either their mortality or dental pain. Subsequently, participants reported their motivation to help a father in need who was either an Arab (outgroup) or a Jewish Israeli (ingroup), as well as their perceptions of threat (...) by Arab Israelis. Regression analysis indicated that mortality reminders intensified soldiers’ perception of threat by the outgroup, leading to an increased desire to assist a Jewish-Israeli father, and a decreased motivation to help an Arab-Israeli one. The findings demonstrate the pronounced effects of MS on soldiers involved in frequent combat actions in terms of evoking negative emotions leading to reluctance to help unarmed civilian outgroup members. Recommendations for soldiers’ pre-deployment psychoeducation sessions are provided. (shrink)

The purpose of this paper is to take a critical look at some of the assumptions and theories found in economics and management and discuss their implications for the practices found in the management of business and in public management. Two sets of assumptions are of interest here. First and foremost, the assumption that economic agents are only actuated by self-interest, accompanied by assumptions about the motivating effect of pecuniary incentives and assumptions about the regulation of behaviour (...) through rules, controls and sanctions; secondly, assumptions about “scientificness” and objectivity, accompanied by demands for mathematical formalism, clear goals, quantifiable models and measurements. The assertion is that unrealistic assumptions of economics have become taken for granted and tacitly included into theories and models of management. Guiding management to behave in a fashion that apparently makes these assumptions become “true”. Cases and illustrative examples are used to show how this influences the practice of decision makers and managers. (shrink)

The introduction of ethics in the running of a corporate firm is functional to the reaching of its business purposes.The adoption of values of distributive justice (equity) and respect (trust) concurs and determines the building of trust both inside thecorporation itself and externally, making the birth of solid relationships based on collaboration and a lasting sense of loyalty possible in a productive world, which tends to praise efficiency throughout the entire production line. Therefore, the judgment that ethics pays and the (...) conclusion that the growth of an “ethical sense” in the organization makes up one of the most difficult challenges of modern management. (shrink)

This paper aims to outline the essential structural traits that a procedural theory of justice for the management of conflicts about values should display in order to combine open-endedness and cogency. To this purpose, it offers an investigation into the characteristics of procedural justice through a critical assessment of John Rawls‟s taxonomy of proceduralism, in terms of perfect, imperfect and pure procedural justice. Given the concessions the two former kinds of proceduralism make to substantive theories, and the potentially (...) misleading characterisation Rawls gave of pure procedural theories of justice, it reformulates the latter category in terms of impure proceduralism. In this case, the theory is required not to pose substantive constraints on the qualities of just outcomes, but is, rather, expected to provide a trans-contextually applicable account of the qualities of just procedures on the basis of an independent criterion of justice. (shrink)

What would Karl Popper have made of today’s management and organisation theories? He would surely have approved of the openness of debate in some quarters, but the ease with which many managers accept the generalisations of some academics, gurus and consultants might well have troubled him. Popper himself argued that processes of induction alone were unlikely to lead to developments in knowledge and considered processes of justification to be more important. He claimed that it was not through verifying theories (...) from experiment that knowledge actually developed but through the invention of bold and innovative theories that experimenters then tried to falsify. If new theories did not agree with the results of experiment, then they were considered false. If they passed testing then they were considered unfalsified and worthy of further testing rather than true. Objective knowledge was to be obtained through ensuring critical debate and learning, rather than adhering to some objective scientific method. In this paper, Popper’s notion of falsificationism is explored through stressing the importance of the predictive content and testability of theories. A number of theories from the fields of management and organisation theory are examined and it is argued that many of them suffer from one of three defects: from over-reliance upon untestable elements with psychological origins; from being phrased in language so vague that they gloss over phenomena; or from making predictions that are so cautious and allencompassing as to be practically useless. As a result, they are likely to be unfalsifiable in Popper’s terms and their epistemological status is called into question. While acknowledging that the unpredictability of social systems poses problems for an approach stressing predictability, I conclude by arguing that organisation theory and management knowledge might well benefit from the openness and critical nature of Popper’s approach. (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)

Despite their common core concept, philosophy and knowledge management (KM) have not yet found a mutually inspiring base. Theories of KM cite philosophical works, more or less adequately, while philosophy tends to ignore theories of KM. This article draws the sketch of a possible common basis for future developments in the direction of a philosophically inspired theory of knowledge management. Starting with the development of a concept of knowledge that is the base of the common understanding, the (...) critical review of knowledge management theories reveals conceptual flaws and the need for useful criteria to support successful KM. (shrink)

Guiding core enterprises to participate in supply chain work safety governance is an innovative mode of work safety control, which has an important impact on improving the work safety level of small and medium-sized enterprises in the supply chain. Through in-depth interviews, the grounded theory is adopted to explore the driving factors of work safety management behaviors of core enterprise. It is found that the work safety management behavior of the core enterprise is driven by both internal (...) and external factors. External driving factors are the main category of institutional pressure composed of regulatory pressure, normative pressure, and cognitive pressure. Internal driving factors are divided into the main category of behavioral awareness and the behavioral capability of the core enterprises. The behavioral awareness is composed of responsibility sense, problem cognition and behavioral effect perception. The behavioral capability is composed of safety management strength and safety coordination capability. Institutional pressure, behavioral awareness, and behavioral capability all influence the work safety management behavior of core enterprise in supply chain significantly, but with different ways and paths. On this basis, the driving mechanism model of the above three main categories on the work safety management behavior in core enterprise supply chain is explored. The research can provide targeted policy ideas and implementation paths for the government to formulate effective guiding policies to promote the work safety management behavior of core enterprise. (shrink)