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51. 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.
52. 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.
53. 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.
54. 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.
55. Philosophy of Management: Volume > 11 > Issue: 3
Mark R. Dibben, Stephen Sheard Reason in Practice: A Unique Role for a ‘Philosophy of Management’
56. Philosophy of Management: Volume > 11 > Issue: 3
Steven E. Wallis The Right Tool for the Job: Philosophy’s Evolving Role in Advancing Management Theory
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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.
57. Philosophy of Management: Volume > 11 > Issue: 3
Laurent Ledoux Philosophy: Today’s Manager’s Best Friend?
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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.
58. 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
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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.
59. Philosophy of Management: Volume > 11 > Issue: 3
G. Loek J. Schönbeck Is Pathology Dysfunctional?
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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.
60. Philosophy of Management: Volume > 12 > Issue: 1
Stratos Ramoglou Philosophy as Undogmatic Procedure: Is Perfect Knowledge Good Enough?
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In the effort to defend and demonstrate the (prime) role of philosophy as an activity aiming at uncovering and questioning dogmas underlying our cognitive practices, the present article places under critical scrutiny the epistemic axiology informing organisation/management studies. That is, the plausibility of the largely unquestioned presumption that it is only the quest for truth that matters. This critical endeavour is effected by juxtaposing the conditions under which this would be the case, and in the prism of present conditions concludes that this is not unquestionably the case. Throughout the line of analysis developed, important implications for the present role of philosophical discourses are drawn.