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Philosophy of Management

Volume 11, Issue 2, 2012
Representations and Representing

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Displaying: 1-6 of 6 documents


1. Philosophy of Management: Volume > 11 > Issue: 2
Paul Griseri Editorial
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2. Philosophy of Management: Volume > 11 > Issue: 2
David Ardagh Presuppositions of Collective Moral Agency: Analogy, Architectonics, Justice, and Casuistry
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This is the second of three papers with the overall title: “A Quasi-Personal Alternative to Some Anglo-American Pluralist Models of Organisations: Towards an Analysis of Corporate Self-Governance for Virtuous Organisations”.1 In the first paper, entitled: “Organisations as quasi-personal entities: from ‘governing’ of the self to organisational ‘self ’-governance: a Neo-Aristotelian quasi-personal model of organisations”, the artificial corporate analogue of a natural person sketched there, was said to have quasi-directive, quasi-operational and quasi-enabling/resource-provision capacities. Its use of these capacities following joint deliberation in ethically permissible and just joint acts, their effect on end-users and other parties, and conformity with or challenge to State law, arguably settles its moral status as an ethical or unethical organisational agent. This paper identifies and defends the presuppositions of this conception, and applies the results to business.
3. Philosophy of Management: Volume > 11 > Issue: 2
Hugh Bowden The Ethics of Management: a Stoic Perspective
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The purpose of this article is to explore the notion that certain aspects of Stoic thinking can give useful insights into some salient issues in current management theories. The Stoics, as represented in this paper chiefly by Epictetus, concerned themselves with: management of self, management processes and information. The main focus is on ethics – how the individual and the organisation ought to behave. Pierre Hadot, in ‘Philosophy as a Way of Life’ notes ‘a degree of resonance between Stoic prescriptions and recent theories of leadership and governance’. This article attempts to explain the resonance by identifying a convergence between some management theories and certain aspects of Stoic thought. Certain key terms of Stoicism can find direct correlates in modern managerial terminology. It is suggested that the convergence can occur in terms of the topic – the reference point or issue, the reference group of thinkers concerned with the issues and the cultural and social context.
4. Philosophy of Management: Volume > 11 > Issue: 2
Regina Queiroz The Importance of Phronesis as Communal Business Ethics Reasoning Principle
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In this article I maintain the importance of the Aristotelian concept of prudence or phronesis applied to business ethics, distinguishing its meaning from Solomon and Hartman’s approaches to Aristotelian business ethics. Whereas Solomon stresses the value of perception of particulars and Hartman criticizes the incapacity of Aristotelian phronesis to dwell with the interests of others, I advocate that Aristotelian virtue ethics is important because the concept of phronesisdoes three things: (a) stresses the rational calculation and general principles or rules in virtue ethics, in general, and business ethics, in particular; (b) provides a communal-based ethics principle; and c) offers us a clear comprehension about what calculation or reasoning is in ethics.
5. Philosophy of Management: Volume > 11 > Issue: 2
Christine Noel-Lemaitre, Séverine Le Loarne-Lemaire Human Resource Management and Distress at Work: What Managers Could Learn from the Spirituality of Work in Simone Weil’s Philosophy
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Workplace spirituality deals with paradoxes. This concept has been taken on board since the late 1980s, but very few human resource managers have realised that workplace spirituality could make an essential contribution to a better understanding of workplace and corporate reality. Increasing numbers of academic papers are being published on this subject but mere remain many grey areas for researchers. The aim of this paper is to use Simone Weil’s philosophy as a reading grid to get an insight into workplace spirituality as a new paradigm of management. Initial studies attempting to apply Weil’s philosophy to management highlight the necessity for all the actors within the organisation to define their job tasks and contents according to their own way of thinking. Our interpretation of Weil’s philosophy also sheds light on the impossibility of dissociating thinking and acting and reminds us that work is done to nourish both the body and the soul. By concentrating on the spirituality of work, we can establish new links between ethics and human resource management.
6. Philosophy of Management: Volume > 11 > Issue: 2
Miriam Green Can Deconstructing Paradigms Be Used as a Method For Deconstructing Texts?
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Problems surrounding representations of texts have previously been raised and discussed, as has the difficulty, in the light of hermeneutic, critical and post-structuralist writers, of arriving at definitive meanings of texts. This paper is part of ongoing research into the problem of evaluating the representation of original texts in the organisation/management area. The texts in question are Burns and Stalker’s The Management of Innovation 1961, 1966, and to alesser degree Lawrence and Lorsch’s Organization and Environment 1967. The representations are those in three widely used textbooks typical of many, and applications in management accounting research. A way round this apparent impasse may be to see whether there are any ‘objective’ or commonly accepted standards and criteria within a particular system of thought, assuming that the texts in question are all located within the same system. These texts will beexplored in terms of the paradigmatic boundaries they encompass to see whether the same kinds of problems and solutions are presented, and whether they ultimately lie within the same boundaries. Finally, having argued that they are largely located in different paradigms, the underlying question is raised as to whether one paradigm can be an adequate vehicle for the transmission of a text substantially in another.