>> Go to Current Issue

Philosophy of Management

Volume 11, Issue 3, 2012
A Unique Role for a ‘Philosophy of Management’

Table of Contents

Already a subscriber? - Login here
Not yet a subscriber? - Subscribe here

Displaying: 1-5 of 5 documents


1. Philosophy of Management: Volume > 11 > Issue: 3
Mark R. Dibben, Stephen Sheard Reason in Practice: A Unique Role for a ‘Philosophy of Management’
view |  rights & permissions | cited by
2. Philosophy of Management: Volume > 11 > Issue: 3
Laurent Ledoux Philosophy: Today’s Manager’s Best Friend?
abstract | view |  rights & permissions | cited by
The purpose of this paper is to rationalise why and how philosophy can help today’s managers in their daily practices.I will first explain why today’s managers particularly should engage themselves in profound and enduring dialogue with philosophers. To this end, I will present the close links between the major managerial activities and the major philosophical domains.In the second section, I will sketch out how such a dialogue can be facilitated. To this end, I will present some of the methods and conditions used to ensure the success of the practice of philosophy in organisations.
3. Philosophy of Management: Volume > 11 > Issue: 3
Scott MacMillan, Anthony R. Yue, Albert J. Mills Both How and Why: Considering Existentialism as a Philosophy of Work and Management
abstract | view |  rights & permissions | cited by
In this paper, we examine the intersection of existentialism and management, in particular to illustrate how existential thought offers three key insights to the pragmatic world of work and applied act of management: (1) Existentialism places a primacy upon the individual and the existential self that is continually being formed within the workplace. (2) Existentialism allows for a coherent examination of individual and organisational-level decision making and ethics as an integral part of the philosophy. (3) Existentialism is inherently ‘applied’ and focused on ‘process’ in that it allows for an understanding of the meaning of work.
4. Philosophy of Management: Volume > 11 > Issue: 3
G. Loek J. Schönbeck Is Pathology Dysfunctional?
abstract | view |  rights & permissions | cited by
An enterprising odyssey might be one way to investigate whether a unique role is afforded to ‘a’ philosophy of management. The question is, first, which philosophy is at stake and what finery such a philosophy might bear. Second, three cardinal questions arise: (1) “What can we say about it?“; (2) “How do we know we can or cannot say something about it?“; and (3) “What is its relation to rationality?” Third, by an old scepticist tradition one may choose tantalising innersubjects to punctuate these questions. In this case, the inner subject will run: “Is pathology dysfunctional?“ A survey of related problems and possible solutions mingled with suspension follows on from this. Supported by appropriate non-philosophical disciplines, it will serve as a crowbar to reappraise the relation between critical management studies and organisational studies on the one hand and philosophy of management on the other.
5. Philosophy of Management: Volume > 11 > Issue: 3
Steven E. Wallis The Right Tool for the Job: Philosophy’s Evolving Role in Advancing Management Theory
abstract | view |  rights & permissions | cited by
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.