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Philosophy of Management

Volume 13, Issue 1, 2014
Care, Mufti, and the Instrumental Turn

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1. Philosophy of Management: Volume > 13 > Issue: 1
Paul Griseri Editorial: Care, Mufti, and the Instrumental Turn
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2. Philosophy of Management: Volume > 13 > Issue: 1
Michela Betta, Robert Jones, James Latham Being and Care in Organisation and Management – A Heideggerian Interpretation of the Global Financial Crisis of 2008
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We propose to understand the global financial crisis of 2008 as an historical event marked by public decisions, economic evaluations and ratings, and business practices driven by a sense of subjugation to powerful others, uncritical conformity to serendipitous rules, and a levelling down of all meaningful differences. The crisis has also revealed two important things: that the free-market economy has inherent problems highlighting the limits of (financial) business, and, consequently, that the business organisation is not as strong as is usually assumed. We reconstruct some of the most dramatic events of that time by using the narratives of two former Lehman Brothers insiders. We then provide an interpretation of that world by using Heidegger’s notions of being and care. Our investigation uncovers persistent inauthentic relationships nourished by the public structure of the financial market, which, drawing on Heidegger, we call the they. In the financial market the what of the world becomes more important than authentic being and self. But a hitch-free switch to authenticity becomes possible through anxiety and the call of conscience.
3. Philosophy of Management: Volume > 13 > Issue: 1
Xavier Pavie The Importance of Responsible Innovation and the Necessity of ‘Innovation-Care’
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This study deals with responsibility as part of innovation. By nature, innovation gives birth to development for the organization and can only be at the core of any strategy within an ever-increasingly global economic context. However it also raises new questions stemming mostly from the impossibility to forecast the success of the innovations. More precisely, the questions raised by innovation also concern its consequences on society as a whole. Today, the innovator should understand his responsibility, the consequence of each innovation. Moreover, common acceptance of the word ‘responsibility’ raises some questions about its use and how it should be understood. What does ‘responsibility’ mean? Who is responsible and for what? Through the notion of ‘care’, we aim at providing an evolution of responsible-innovation. The concept of ‘innovation-care’ is centered on people and more precisely focuses on taking care of them. The purpose of innovation-care is indeed to innovate and keep up with the level of productivity necessary to any organization while taking into account the essential interdependence between the status of the innovator and that of the citizen.
4. Philosophy of Management: Volume > 13 > Issue: 1
Rod Thomas Against the So-called ‘Standard Account of Method’
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Explains why the debate initiated by Stephen Lloyd Smith’s plea to jettison the so-called ‘Standard Account of Method’ (SAM)––the conventional wisdom of how research philosophy and methodology ought to be taught to management students––is of the utmost importance to the teaching of management studies in British universities. Identifies a fully-developed presentation of the SAM framework in a well-considered and widely-used text-book–– ‘Research Methods for Managers’ by John Gill and Phil Johnson––and demonstrates that the book’s argument is both logically and scholarly defective. Identifies the SAM as a form of dogmatic rationalism; one that is oblivious to the possibility of applying deductive inference in the service of a critical rationalism. Outlines the logical role of deductive testing in empirical research and demonstrates that there need be no great divide between nomothetic and ideographic research problems once appropriate distinctions are drawn between different forms of explanation. Nonetheless, questions the relevance of these research problems to the concerns of practising managers by highlighting the contrast, as made by philosophers, between social science and social technology. Concludes that the continued presentation and defence of the SAM, as the conventional wisdom of how research philosophy and methodology ought to be taught to management students, is thoroughly lamentable.
5. Philosophy of Management: Volume > 13 > Issue: 1
Thomas Klikauer Human Resource Management and Kohlberg’s Scale of Moral Development
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Human Resource Management is in a contentious relationship with moral philosophy. To understand this relationship, one can approach it from the standpoint of Human Resource Management (HRM) or philosophy. This article presents the latter. One of the most important 20th century discussions on the development of moral behaviour came from Laurence Kohlberg. His model of universal moral stages provides a framework inside which virtually all forms of morality take place. These stages are used to characterise the morality of HRM. In order to avoid portraying them as moral philosophy the paper assesses HRM’s morality by using these seven stages as an ordering framework. To achieve this, a normative and a supportive empirical study have been conducted: the normative study found that HRM appears to be located at stages two and four; this is supported by empirical data because most respondents (76%, n=204) saw HRM’s morality as a reflection of these three stages. These stages represent: seeking personal benefits, corporate conformity, and supporting corporate policies.
6. Philosophy of Management: Volume > 13 > Issue: 1
Thomas Klikauer Management Philosophy and Environmental Ethics – Critical Reviews
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