In the slipstream of several large-scale corporate scandals, the board of directors has gained a pivotal position in the corporate governance debate. However, due to an overreliance on particular methodological (i.e. input–output studies) and theoretical (i.e. agency theory) research fortresses in past board research, academic knowledge concerning how this important governance mechanism actually operates and functions remains relatively limited. This theoretical paper aims to contribute to the promising stream of research which focuses on behavioural perspectives and processes within the corporate (...) board, by delving into one of the research areas perhaps plagued most by these predominant approaches: board leadership. In adopting a team perspective on the board of directors our study goes beyond traditional board leadership research, which has turned a blind eye on actual leadership dynamics, by examining leadership processes and behaviours inside the board team. Specifically, we develop a conceptual framework addressing a novel and ethical approach to team leadership within the board, i.e. shared leadership, which has previously been demonstrated to result in performance benefits in various other team settings. (shrink)

The theoretical tools bequeathed to us by classical and revival pragmatism offer the potential for informing robust empirical work in sociology. But this potential has yet to be adequately demonstrated. There are a number of strands of pragmatism; this article draws primarily upon Dewey’s theory of action to examine Hull-House in its early years. Of particular interest are the practices of Jane Addams and other Hull-House residents. What were they doing to help people and why? An attempt to answer these (...) questions in non-teleological terms forms the empirical basis of the article. This article should provide some support to those historical sociologists who might consider (or already are) taking a pragmatist turn in their work. And, it should strengthen the empirical foundations of pragmatism as an alternative (non-teleological) way to understand social action. (shrink)

This article answers several calls—coming as well from corporate governance practitioners as from corporate governance researchers—concerning the possibility of complying simultaneously with requirements of innovation and ethics. Revealing the long-term orientation as the variable which permits us to link the principal goal of organization, being “survival,” with innovation and ethic, the article devises a framework for incorporating ethics into a company’s processes and strategies for innovation. With the principal goal of organizations being “survival” in the long-term, it is assumed that (...) innovation is necessary in order to realize a going concern. Firms that do not innovate and adapt to rapidly changing business environments are less likely to be sustainable. Thus, it is in a business’ best interests to adopt an innovation process for long-term success. We posit that there are two simultaneous sources of innovation and change that are unavoidable and embedded in the corporate landscape. First, we argue for genetically embedded, Darwinian explanations for adaptations that enable an entity’s survival. This view is combined with more conventional, social science explanations for change. Our new, comprehensive model of the governance of innovation processes hinges on the one hand on an organization’s long-term orientation, which we argue, is not possible without a consideration of an ethical dimension. On the other hand, the model employs, for the first time, the concept of duality, in order to make the positive coexistence of innovation and ethic analytically visible. Guided by this concept the roots of the ethic within innovation are traced from both natural science forces for change, and cultural pressures operating on members of an organization. We present our Integrated Causal Model of Innovation and propose theoretical relationships that will generate numerous avenues for future research in the field, and help managers to reorient their governance strategies. (shrink)

The recent literature on genocide shows signs of taking what might be called a “processual turn,” with genocide increasingly understood as a contingent process rather than a singular event. But while this second generation's turn may be clear to those within the literature, the theory guiding the change is insufficiently specified. The theory regarding process and contingency is implicit, and, as such, genocide theory does not realize its full generative potential. The primary goal of this article is to provide a (...) more robust theoretical framework for making sense of the continually evolving dimensions of genocide. It builds on the literature's existing foundations, most notably Mann's (2005) notion of “contingent escalations.” In the spirit of the recent revival of American Pragmatism in sociology, it draws on the work of Dewey, Mills, Follett, and Addams (among others) as part of a theoretical reconstruction using pragmatist concepts such as rupture, perplexity, vocabularies of motive, and experimentation to consider examples from the Rwandan genocide and show how we might explore the potential for non-teleological intentionality on the part of genocidal actors. The result is an enhanced theoretical framework that offers “fresh eyes” for considering one of the worst (and most under-theorized) social problems. (shrink)

Kathleen Wallace makes an important contribution to the theoretical frameworks available to understanding the nature of selves. Drawing on the theory of natural complexes proposed by Justus Buchler, Wallace proposes the “cumulative network model” (CNM) of selves. This article provides an overview of CNM, suggests its relation to recent New Materialist theories of agency, ideas of power, and the American philosophical tradition, and proposes that it can serve as a new resource in discussions of pressing problems faced in today’s world.

This Hypatia cluster aims to create space for sharing stories and tools designed to support situated, embodied, and dialogical philosophical activism. It emerges from a new generation of pragmatist feminists, illustrating how the field has evolved. These pieces locate pragmatist feminism in place- and issue-based philosophical activism. As an activist and pragmatically grounded philosophy, this approach values the embodied and relational nature of social change as well as the need to create multiple pathways of engagement situated in and across communities.

The central fact underlying all relations is the question of power and how it can be used to get one's way. When power does not work, we move to compromise. This paper questions the validity of compromise as an effective means of settling differences. My standpoint is that compromise debases relationships, is wrong in principle and does not work in practice either. There is a better strategy: integration, when the contending parties find the wider solution that includes both their interests. (...) Ethically right, integration also works better in practice, for it leads to longer-term, more productive and happier relations. (shrink)

This article describes Chester Barnard, the author of The Functions of the Executive, one of the twentieth century’s most influential books on management and leadership. The book emphasizes competence, moral integrity, rational stewardship, professionalism, and a systems approach, and was written for posterity. Barnard emphasized the role of the manager as both a professional and as a steward of the corporation. His teachings drew on personal insights as a senior executive of AT&T, which saw good governance as the primary means (...) of winning public acceptance of its telecommunications monopoly. Barnard provided a conceptual scheme of the theory of organization based on the following structural concepts: the individual and bounded rationality, cooperation, formal organization, and informal organization. The principal dynamic concepts include communication, consent theory of authority, free will, the decision process, dynamic equilibrium and the inducement–contributions balance, and leadership, executive responsibility, and moral codes. (shrink)

This article compares the theories of democracy of John Dewey and Claude Lefort, identifying some common themes in their otherwise radically different philosophical outlooks. In so doing, it attempts to analyze the philosophical implications of a ‘democracy first’ approach to politics. It then explains in what sense Dewey’s idea of ‘democracy as a way of life’ and Claude Lefort’s conception of ‘democracy as a form of society’ provide the cornerstone of an original and so far insufficiently explored approach to political (...) philosophy. Such an approach offers an alternative both to the classical-liberal and to the critical-radical projects which still dominate contemporary political philosophy. It then indicates some of the potential advantages of such a ‘wide view’ for contemporary debates in democratic theory. (shrink)

It is time that we in organization sciencesdevelop and implement a new mental model forcause and effect relationships. The dominantmodel in research dates at least to the 1700sand no longer serves the full purposes of thesocial science research problems of the21st century. Traditionally, research is``essentially concerned with two-variableproblems, linear causal trains, one cause andone effect, or with few variables at the most''(von Bertalanffy, 1968, p. 12). However, theliterature is replete with examples ofphenomena in which the traditional cause andeffect construct does (...) not allow for greaterunderstanding and insight into the phenomena. Different conceptions of cause and effectrelationships have been developed includingproducer/product relationships (Ackoff 1981),design causality (Argyris and Schon, 1996), andfour classes of causal models (Schwartz andOgilvy, 1979). Of interest here is thepossibility of mutual causality, ``theassumption that the relationship between two(or more) phenomena is heavily influenced bythe presence of feedback loops that areinstantaneous, or nearly so'' (Dent, 1999). Maturana's (1998, Maturana and Varela, 1987)work on a new epistemology and ontologyprovides a foundation for the alternative modelof cause and effect proposed here. Thisinteraction model includes the dynamics of thetraditional X and Y, but adds the structure ofX (A), the structure of Y (B), the environment(E), and time (T). (shrink)

Mary Parker Follett was a feminist-pragmatist American philosopher, a social-settlement worker, a founding figure in the community centers movement, a mediator of labor disputes, and a theorist of political and social organization and management. I argue that she is a model for a certain kind of public philosopher, and I unpack the respects in which she serves as such a model. I emphasize both her virtues as a public thinker and the role played in her work by the process of (...) integration and the creative process. (shrink)