This paper argues that the principles of spiritual traditions provide normative ‘standards of goodness’ within which practitioners evaluate meaningful work. Our comparative study of practitioners in the Buddhist and Quaker traditions provide a fine-grained analysis to illuminate, that meaningfulness is deeply connected to particular tradition-specific philosophical and theological ideas. In the Buddhist tradition, meaningfulness is temporal and rooted in Buddhist principles of non-attachment, impermanence and depending-arising, whereas in the Quaker tradition, the Quaker testimonies and theological ideas frame meaningfulness as eternal. (...) Surprisingly, we find that when faced with unethical choices and clashes between organizational normativity and spiritual normativity, Buddhist practitioners acknowledge the temporal character of meaningfulness and compromise their moral values, whereas in contrast, Quaker practitioners morally disengage from meaningless work. Our study highlights how normative commitments in different spiritual traditions can influence different levels of adaptability in finding work meaningful and stresses the central importance of normative commitments in meaningful work. Our study concludes with practical implications and future pathways for inter-disciplinary research. (shrink)

Not only individuals and firms, but also families engage in business as a social activity and this is true beyond the case of family businesses. Cultural differences in the way families are construed might influence the way they do business. There are different types of families, and among these are those described by Aristotelian and Confucian traditions, representing the West and the East respectively. The literature on virtue in business has been dominated by a Western—mainly Aristotelian—tradition : 8–24, 2014), neglecting (...) the role of the family and focusing on the individual. In this paper, we seek to fill this gap by explaining differences and similarities in the normative evaluation of certain family-related business attitudes and practices, in light of Confucian and Aristotelian virtue ethics standards. After comparing the structure, organization and dynamics of Aristotelian and Confucian families, we shall draw some inferences regarding “virtuous” or excellent business practices—such as nepotism, bribery, gift-giving and guanxi and attitudes—on codified rules or written norms. For this analysis we shall make use of Aristotelian and Confucian ethical accounts as well as inputs from Family Science applied to organizations, which provides conceptual categories to compare the two traditions. Thus we hope to contribute not only to the comparative study of Aristotelian and Confucian virtue ethics in business, but also to the understanding of the distinctive role of families, raising cultural awareness for what may be considered virtuous business practices according to the Aristotelian and Confucian traditions. (shrink)

Although the importance of inclusion has been firmly supported by prior studies, the question of whether certain subgroups exist in the workplace whose members feel more or less included remains under-explored, limiting our understanding of how an inclusive workplace can be achieved. To address this gap, the current study conducted a latent profile analysis to obtain evidence-based information regarding employees’ sense of inclusion in their organizations. Using a sample of 1,168 participants engaged in multiple industries in China, we identified three (...) profiles of inclusion, with a largest proportion feeling a moderate level of inclusion, a smaller proportion feeling a high level of inclusion, and a tiny proportion feeling a low level of inclusion. The three profiles differ significantly on key variables, demonstrating that the group feeling more included tends to be more aged and tenured, hold a higher educational degree, work in the high-tech sector, and come from a developed area. Such a group also shows more engagement in their work but less exhaustion, feels that they have more opportunities for development, and gains more support from colleagues and supervisors. Our findings point to the existence of subgroups of inclusion within the Chinese context and highlight the characteristics of these profiles, which in turn shed lights on how we can reach the goal of inclusion. (shrink)

This study investigates the nature of academic work in contemporary academia, which is set in an under-researched context, Vietnam. The research context is unique in its blending between long and rich cultural values and Western ideologies in management. The study examines how Vietnamese academics practice their academic roles in response to the interactions of those two domains. -/- Avoiding the approach of seeking for evidence of negative impacts of managerial controls on aspects of academic life as commonly used in the (...) existing literature, this study focuses on analysing the complexities in relationships of individual academics with management and other actors including managers, colleagues, students and scholar community. This approach is advanced in understanding both social and individual meanings in academic work as well as the social and cultural values which shape their perception of academic roles. -/- The research enquiry of producing an insight into academics’ work life and experience in contemporary academia informs a qualitative and interpretive research. The findings suggest that the application of managerial controls is less challenged whilst highly accepted in Vietnamese higher education as a context under the influence of Confucianism. The evidence of academics’ compliance and collective actions underpinned by Vietnamese cultural values in this study offers to reconsider the discrepancy of the nature of these phenomena in the belief of the West and the East. The study’s exploration of being an academic as multi-layered meanings expanding from within and outside of university roles proposes academics’ potential strengths in coping with insecurity and ambiguity at work. It then sharpens the suggestion that contemporary management in higher education needs to be mindful of the emotional-related and meaningful nature of academic profession for the best outcomes of both individual work and organisational aims rather than relying on either soft or hard controls. (shrink)