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201. Philosophy of Management: Volume > 13 > Issue: 2
Vincent Blok The Metaphysics of Collaboration: Identity, Unity and Difference in Cross-sector Partnerships for Sustainable Development
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In this article, we critically discuss the ideal of alignment, unity and harmony in cross-sector partnerships (CSP) for wicked problems like sustainable development. We explore four characteristics of the concepts of identity, unity and difference which are presupposed in the partnership and collaboration literature, and point at their metaphysical origin. Based on our analysis of these four characteristics, we show the limitations of the metaphysical concepts of identity and difference in the case of CSPs for wicked problems like sustainable development.
202. Philosophy of Management: Volume > 13 > Issue: 2
Ulla Thøgersen The Embodied Emotionality of Everyday Work Life: Merleau-Ponty and the Emotional Atmosphere of Our Existence
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The main argument in this paper is that the philosophical tradition of phenomenology can provide a source for reflections on emotionality which points to a primordial emotional atmosphere in everyday work life. Within the phenomenological tradition, the paper mainly turns to the philosophy of Merleau-Ponty and his studies of an emotional atmosphere which “is there” as an essential part of our very way of being situated in the world, but Heidegger’s notion of Stimmung is also discussed.
203. Philosophy of Management: Volume > 13 > Issue: 2
Claudia Gillberg, Linh Chi Vo Contributions from Pragmatist Perspectives towards an Understanding of Knowledge and Learning in Organisations
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The purpose of this article is to present an understanding of knowledge and learning in organisations from pragmatist perspectives. Relying on the work of early pragmatists as well as contemporary pragmatists, we introduce a conceptualisation of knowledge as the outcome of inquiry. Knowledge, in this article, is presented as provisional, multi-perspective, both particular and general. Our point of departure here is that the chief value of knowledge is its usefulness insolving problems. Pragmatist views of knowledge are further explicated in our discussion of four pragmatist themes, which we have identified as particularly viable on the basis of Jane Addams’ pragmatist view and the practice of democracy in organised life: 1) Knowledge as transactional in organisations, 2) Reciprocity and learning in organisations, 3) Experience-based knowledge and meaning-making in organisations, and 4) Sustainability as an ongoing, democratic process in organisations. In the pragmatist school of thought we draw upon, a predominant issue is always also the very purpose of knowledge, or what we refer to as ‘usefulness’. Under discussion, we argue that a pragmatist understanding of knowledge and learning in organisations allows us to move beyond the polarisation of cognitive-possession – social-process and instead work from an alternative framework, with a focus on processes of learning and knowledge in organisations that aim at integrative, democratic problem solving.
204. Philosophy of Management: Volume > 13 > Issue: 3
Paul Griseri Loyal Talents, Distorted Knowledge?
205. Philosophy of Management: Volume > 13 > Issue: 3
Billy Adamsen Do We Really Know What the Term “Talent” in Talent Management Means? – And What Could Be the Consequences of Not Knowing?
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Over the centuries the term “talent” has changed semantically and slowly transformed itself into a floating signifier or become an accidental designator. The term “talent” no longer has one single meaning and a “referent” in real life, but instead a multiplicity of meaning and references to something beyond real life, something indefinite and indefinable. In other words, today we do not know specifically what the term “talent” in talent management really means or refers to. Indeed, this is problematical, because in late modernity the term “talent” has become a popular and frequently used key term among business consultants and, within the science of human resource management, a cornerstone in the discipline of “talent management”, and not knowing what the term really means will turn any talent discussion, talent identification and talent recruitment into a question of subjectivity and belief in talent rather than objectivity and knowledge of talent.
206. Philosophy of Management: Volume > 13 > Issue: 3
Kemi Ogunyemi Employer Loyalty: The Need for Reciprocity
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Responsibilities towards employees constitute a recognised general subject area in the field of business ethics. Thus, research has been done regarding respecting employees’ rights to fairness in dismissal procedures, to their privacy, to a fair wage, etc. Employee loyalty has also been shown to be very important both in management literature and in legal debate but much less attention has been given to employer loyalty which could be one of the responsibilities of an employer to his or her employee. Rather, some confusion regarding the nature of loyalty has at times led to suggestions that loyalty should be replaced by self-interest. However, scholars who favour this view usually do so in reaction to the one-sidedness of loyalty expectations. This paper proposes that loyalty is a duty that employers also owe their employees, based on the reciprocal nature of certain rights and duties within human relationships and an understanding of psychological contracts. Thus the paper argues that loyalty should be a mutual expectation between the parties rather than unidirectional. In fact, employer loyalty enriches the employers themselves in terms of their human fulfilment, since it is a human virtue, and leads to employee loyalty response, which then impacts the bottom-line.The paper’s content is also important insofar as it could contribute to building ethical duty foundations for employers in developing countries where weak regulatory environments combine with the harshness of the economy to make it an employers’ world and make instances of unfairness towards employees common.
207. Philosophy of Management: Volume > 13 > Issue: 3
Lars Frølund, Morten Ziethen The Hermeneutics of Knowledge Creation in Organisations
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This paper argues that it is possible (and recommendable) to develop a new conceptual framework based on the tradition of philosophical hermeneutics to address what one could call “the human factor” within knowledge creation in organisations. This is done firstly through a review of the epistemological roots of three main theories of knowledge creation in organisations (systemic theory, complexity theory, and social constructionism). We examine these theories along two axes: a) their understanding of the relation between person and language, and b) the controllability of knowledge creation. Secondly, we restate the question of knowledge creation in organisations from the perspective of philosophical hermeneutics, arguing that knowledge creation takes place as an event in language, that is as an uncontrollable process which nonetheless requires courage, trust, and persistence and thereby requires that certain “ethical actions” should happen. This, finally, leads us to develop a model for knowledge creation called LUGS, which insists on the intrinsic relation between epistemology and practice, i.e. between what people come to know and how they decide to be – and it is this intrinsic relation between knowledge and being that we take as the “message” of this article.
208. Philosophy of Management: Volume > 13 > Issue: 3
Damian Grace, Michael Jackson Reflections on the Misrepresentation of Machiavelli in Management: The Mysterious case of the MACH IV Personality Construct
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Niccolò Machiavelli is credited with inspiring the MACH IV personality assessment instrument, which has been adopted widely in management, both public and private. The personality this instrument maps is manipulative, deceitful, immoral, and self-centred. The instrument emerged in 1970 and created a minor industry. There are at least eighty empirical studies in management that involved more than 14,000 subjects. Richard Christie, who created the scale, has said that it is derived from the works of Machiavelli. In a standard debriefing after completing this scale, respondents would be told it concerns the Machiavellian personality. We argue that the Machiavellian personality in MACH IV has little, if anything, to do with Machiavelli, either the man or his works. If Machiavelli is alleged to be relevant to management, we argue that this personality assessment instrument does not demonstrate such relevance. To advance this case we first describe the development of the instrument, identifying some of the assumptions upon which it rests; then we assess each of its twenty items against Machiavelli’s texts. Wefind fewer than half of the items have even a tenuous connection with Machiavelli’s works, yet the instrument bears his name. Against this spurious Machiavelli we juxtapose another twenty passages from The Prince, showing a much more complex and subtle thinker than the one-dimensional cipher in the MACH IV scale. Machiavelli studies have done much to dispel the cloud of mythology around the man and his reputation, and we hope to do the same to MACHIV. In the name of intellectual honesty and sound scholarship, we urge management scholars to take note of this distortion of Machiavelli, and where possible address it, and that users of the MACH IV scale distinguish the man, Machiavelli, and his works from this instrument.
209. Philosophy of Management: Volume > 13 > Issue: 3
Anouschka Klestadt, Suzan Langenberg Coaching for Change by John L. Bennett & Mary Wayne Bush; Creating a Coaching Culture for Managers in Your Organisation, Dawn Forman, Mary Joyce and Gladeana McMahon (eds.); Coaching as a Leadership Style by Robert F. Hicks
210. Philosophy of Management: Volume > 13 > Issue: 3
Willard F. Enteman An Introduction to the Philosophy of Management by Paul Griseri
211. Philosophy of Management: Volume > 13 > Issue: 3
Miriam Green Frontiers of Management: Research and Practice, Roger Mansfield (ed.)
212. Philosophy of Management: Volume > 13 > Issue: 3
Thomas Lennefors Managerialism: A Critique of an Ideology by Thomas Klikauer
213. Philosophy of Management: Volume > 2 > Issue: 1
Editorial: Knowing and Deciding
214. Philosophy of Management: Volume > 2 > Issue: 1
Sandro Limentani NICE, CHI and the NHS Reforms - enabling excellence or imposing control? Edited by Andrew Miles, John R. Hampton, Brian Hurwitz and Clinical Governance and the NHS Reforms - enabling excellence or imposing control? Edited by Andrew Miles, Alison P. Hill, Brian Hurwitz
215. Philosophy of Management: Volume > 2 > Issue: 1
Christopher J. Cowton On Two-by-Two Grids: Or, the Arkeology of Management Thought
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Two-by-two grids are a popular means of exposition of management thought. In this note such grids are identified with Carroll diagrams, developed by the Oxford mathematician and logician Charles Dodgson. Using this insight, the nature ofthe conceptual tool frequently used by management authors is reflectedupon. Two-by-two grids are a clear means of exposition and can be a valuable vehicle for identifying hitherto neglected aspects of a management issue, but there is also a risk that, in their relatively parsimonious treatment of management topics, they fail to capture important features of practice. Two particular areas of risk are identified and discussed.
216. Philosophy of Management: Volume > 2 > Issue: 1
Michael Bokeno Communicating Other/Wise: A Paradigm for Empowered Practice
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For all the time and effort expended on empowerment and participation 'programmes', many fail each year. This paper argues that the cause is a faulty view of communication widespread among managers and their teachers: the conduit, transmission model. It frustrates participation and is an ideology of management control. It rests on untenable beliefs about meaning and how language relates to the world. The paper proposes a new model of communication in terms of 'communicating other/wise' and offers examples of how it can be practised in management education and by managers aiming to bring empowered and participatory workplaces into being.
217. Philosophy of Management: Volume > 2 > Issue: 1
Norma Romm Responsible Knowing: A Better Basis for Management Science
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What kind of inquiry is management science? This paper compares two accounts - realist-oriented and constructivist-oriented - and proposes a third position. The realist view that scientific inquiry seeks knowledge of realities independent and outside of the knowing process is set against the constructivist view that scientific theorising creates accounts which develop our discourses without claiming knowledge of 'deeper realities. It argues that ultimately we have no way of resolving this long-standing dispute. To move beyond the impasse it proposes a trusting constructivist position, arguing that responsible theorising requires that inquirers develop discursive accountability and that the process of inquiry matters as much as its content. Finally it explores what such a view of accountability would mean for the relationship between scientists or 'professionals' and users of their research findings in organisations.
218. Philosophy of Management: Volume > 2 > Issue: 1
Johannes M. Lehner Metaphors, Stories, Models: A Unified Account of Decisions: Part 1 Making Sense of the Decision Context
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Making decisions, as Peter Drucker put it, 'is the specific executive task'. But the situations in which managers decide can differ sharply. Some involve risk, uncertainty or lack of predictability while others lack clear structure and present decision-makers with ambiguity in some form. And yet, in spite of much research, we still have no unified account to explain how managers make decisions let alone to help them decide effectively. Different research streams specialise in different aspects of judgement and decisio-nmaking (JDM) and produce results which apply in different contexts. Some focus on decisions under risk,some on cases of uncertainty, some on different aspects of ambiguity. Some are objectivist and others interpretive, basing themselves on paradigms which are mutually exclusive. As a result, managers relying on any one of them when making decisions can get only partial help because no one paradigm covers everyaspect of the issues on which they decide.This paper addresses the lack of a unified account. It offers a framework for comparing the different research approaches to JDM and their incommensurable paradigms. It describes the central role of metaphors, stories and formal models when managers make decisions. It adopts a neo-pragmatic perspective which treats all three as special forms of model rather than representatives of opposing paradigms. This in turn makes possible a unified account in which specific functions are assigned to each form of model in specific stages of decision-making; metaphors and stories represent the interpretive paradigm and formal models the objectivist paradigm. Finally, to shape future research, the paper derives five propositions about the use and impacts of metaphors, stories and formal models from an account of how they are actually used by managers making decisions.
219. Philosophy of Management: Volume > 2 > Issue: 1
Bevan Catley, Campbell Jones Deciding on Violence
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If we were to believe the popular press, it would seem that violence at work is an increasingly pressing concern for employees, employers and legislative bodies. In this paper we offer a set of philosophical reflections on violence, in order to clarify and destabilise some of the assumptions which run through manydiscussions of and practical interventions into, violence in the workplace. Rather than focusing on violence 'as such\ we consider various ways in which actions have been, and could be, represented as being violent. To this end, we identify a range of quite distinct representations of violence, and consider the grounds on which decisions are made about 'what violence really is. Refusing to see violence as a simple, obvious phenomenon or as indeterminate and infinitely open, we seek to deploy a deconstructive reading of decision in order to outline the broad contours of a critique of a certain common sense that sees violence only in individual acts of physical violence.
220. Philosophy of Management: Volume > 2 > Issue: 1
Sheelagh O'Reilly Reason as Performance: A Manager's Philosophical Diary - Part 3