To study how populist sentiments have increasingly influenced businesses in society, we examine how German and Swedish corporations addressed the refugee situation in their 2015 and 2016 annual reports. We find that corporations changed their communication once refugee migration became subjected to populist political sentiments, but that they did so without subscribing to those sentiments. Although populism is based on such sharp oppositions as welcoming refugees or closing borders, our analysis shows that corporations have found ways to communicate about the (...) refugee migration beyond these oppositions. Rather than taking a political stance, the corporations studied have primarily articulated the refugee situation as it pertains to their business operations. We identify four modes of articulation: the refugee as someone needing international aid, as a factor for economic analysis, as a benefit recipient, or as a potential stakeholder. These findings help nuance our understanding of how corporations navigate contested political issues. (shrink)

In the wake of a series of corporate scandals, there has been a growing call for authentic leadership in order to ensure ethical conduct in contemporary organizations. Authentic leadership, however, depends upon the ability to draw a distinction between the authentic and inauthentic leader. This paper uses Deleuze’s discussion of Platonism as a point of departure for critically scrutinizing the problem of authenticating the leader—drawing a distinction between authentic and inauthentic leaders. This will be done through a reading of Bill (...) George’s book Authentic Leadership. Informed by Deleuze’s inverted Platonism, the paper challenges the practice by which authentic leaders are distinguished from inauthentic leaders. In conclusion, the paper suggests that an adequate concept of authentic leadership should consider how ethics can occur when the authentic leader is able to critically reflect his or her own value-commitments. (shrink)

This article argues that we should not abandon the noun ‘organization’ in favour of the verb ‘organizing’ in order to capture processes of change, flow and movement, but instead explore how such processes reveal themselves when the concept of organization diverges from the objects it is supposed to encapsulate. Here I make use of Adorno’s critique of identity thinking in order to show how the experience of organizational phenomena remains trapped within a contradiction: concepts are needed to describe objects even (...) though concepts can never fully exhaust the objects they describe. However, I maintain that it is precisely this discrepancy between concepts and objects that provides us the opportunity to experience the elusive state of organizations and their processual nature. Consequently, this article shows how organizational phenomena are always more complex, temporal and dynamic than what the concept of organization permits us to grasp. (shrink)

In research on organizational environmentalism, there has been a repeated call for ways to go beyond the business case for sustainability frame. While the business case frame assumes that developing eco-friendly solutions can benefit firms financially, this article highlights the importance of challenging established understandings of sustainability. To this end, I introduce Deleuze’s distinction between morality and ethics. Morality involves passing judgements on the basis of values. Ethics provides an immanent evaluation of the principles by which specific solutions are considered (...) sustainable. Analysing interviews with architects, building engineers and business developers, the article shows how these actors reflect on the values that form the basis of their practice, but also try to imagine new ways of working with sustainability. In conclusion, the article suggests that an immanent ethics of organizational environmentalism can allow for the values that inform environmental efforts in organizations to be evaluated as well as alternative visions of sustainability to be created. (shrink)

In research on organizational environmentalism, there has been a repeated call for ways to go beyond the business case for sustainability frame. While the business case frame assumes that developing eco-friendly solutions can benefit firms financially, this article highlights the importance of challenging established understandings of sustainability. To this end, I introduce Deleuze’s distinction between morality and ethics. Morality involves passing judgements on the basis of values. Ethics provides an immanent evaluation of the principles by which specific solutions are considered (...) sustainable. Analysing interviews with architects, building engineers and business developers, the article shows how these actors reflect on the values that form the basis of their practice, but also try to imagine new ways of working with sustainability. In conclusion, the article suggests that an immanent ethics of organizational environmentalism can allow for the values that inform environmental efforts in organizations to be evaluated as well as alternative visions of sustainability to be created. (shrink)