This paper applies Emmanuel Levinas’ philosophy to the management practice of leadership. Specifically, it focuses on servant leadership, which is considered the most dyadic other-oriented style. While often viewed altruistically, servant leadership can still be egological if it totalizes followers to a leader’s interests and to organizational ends. This paper conceptualises an enriched version of servant leadership using key ideas taken from Levinas’ understanding of the infinite Other and then describes this style using relevant examples. This novel approach, Servant-Leadership-for-the-Other, offers (...) a theoretical lens by which to enrich existing leadership practices as well as providing a style of leadership better suited for the twenty-first century. (shrink)

This paper seeks to join studies which have drawn attention to the ethical reflexivity of research and the research enterprise in the organisational studies’ field. Towards this end, we review OB, HRM, and IR studies on direct employee participation in organisations post-1990s to examine their normative underpinnings. Using Fox’s three frames—unitarist, pluralist, and radical—we compare the underpinnings within and across the chosen disciplines to bring ethical reflexivity to studies in this area of inquiry. Implications are drawn out to take forward (...) the quest for more ethically reflexive employee participation research. (shrink)

Arguing that psychology and business ethics are best brought together through a multi-level, broad-based agenda, this essay articulates a vision of psychology and business ethics to frame a future research agenda. The essay draws upon work published in JBE, but also identifies gaps where published research is needed, to build upon psychological conceptions of business ethics. Psychological concepts, notably, are not restricted to phenomena “in the head”, but are discussed at the intra-psychic, relational, and contextual levels of analysis. On the (...) basis of this presentation, I discuss future directions for development in psychology and business ethics, including but not limited to studies of personality, emotion, decision making, motivation, and the biological bases of psychology and business ethics. An inclusive approach to these and related areas, it is argued, will both bring about depth of understanding on the psychological bases of business ethics, and allow dialogue across disciplinary areas within JBE. (shrink)

In this paper we seek to uncover and analyse unitarist ideology within the field of HRM, with particular emphasis on the manner in which what we call ‘new unitarism’ is ideologically performative in HRM scholarship. Originally conceived of as a way of understanding employer ideology with regard to the employment relationship, unitarist frames of reference conceive a workplace that is characterised by shared interests and a single source of authority. This frame has continuously evolved and persistently formed thinking about HRM; (...) however, this influence has been largely covert and unexamined. Using an epistemic analysis informed by theories of knowledge, we examine new unitarism against three types of validity claims—descriptive, normative, and instrumental—in order to understand how it has been ideologically constitutive of HRM scholarship. We consider the implications of this analysis for HRM research and practice and contend that an alternative frame, namely ‘new pluralism’, has potential to offer a more valid account of the employment relationship, to provide a framework for assessing how power affects the pursuit of employee interests, and to allow space for taking up deeply ethical questions related to employment. (shrink)

ABSTRACT:This paper argues that, although stakeholder engagement occurs within the context of power, neither market-centered CSR nor the deliberative model of political CSR adequately addresses the specter of power asymmetries and the inevitability of conflict in stakeholder relations, particularly for powerless stakeholders. Noting that the objective of stakeholder engagement should not be benevolence toward stakeholders, but mechanisms that address power asymmetries such that stakeholders are able to protect their own interests, I present a framework of stakeholder engagement based on agonistic (...) pluralism that seeks to structure and utilize discord rather than reduce or eliminate it. I then propose arbitration as an agonistic mechanism to address power asymmetries in stakeholder engagement and explore its implications. (shrink)

The aim of this article is to introduce the concept of dissensus as an important perspective for making current organizational discourses of environmental sustainability more radically democratic. It presents the Anthropocene as a force for social naturalization—one that paradoxically acknowledges humanity’s role in negatively impacting the environment while restricting their agency to address this problem to those compatible with a market ideology. Radical democratic theories of agonism help to denaturalize the relation of organizations to the environment yet risk reproducing values (...) of anthropocentrism and patriarchy in doing so. Dissensus, by contrast, emphasizes the need to ‘redistribute the sensible’, treating organizations as a space for continually denaturalizing and renaturalizing our socio-material relation with the world. Yet it also puts forward a radically democratic political ethics demanding that firms ecologically preserve the environment to allow for positive dissensus while internally resisting institutional power structures that naturalize these organizational environments. This paper, thus, seeks to show the significance of dissensus for enhancing radical democracy both in regards to discourses of environmental sustainability specifically and more generally within organizations. (shrink)

This article examines how new types of performance appraisal reconfigure everyday personal relationships at work. These systems deploy smartphone technologies to be used continuously by individuals to rate each other. Our aim is to show, in concrete terms, how these practices claim to configure a democratic space where individuals are liberated to express their views about each other’s work. On the contrary, we argue that by being placed in continuous confrontation with each other’s ratings, the genuine space for democratic contestation, (...) for the establishment of a genuine community, as well as for critique and dissent is—paradoxically—narrowed down. The first section of this article explores the context in which managerialism has become consolidated at the centre of neo-liberal politics in a dialogue with some of Mouffe’s and Rancière’s arguments. We use Rancière’s concept of “policing” to understand how managerial techniques subvert genuine democratic spaces, modes of participation and expression. Using performance appraisal systems as an example, the second part of the article provides a critical investigation which shows how managerialism intervenes at the very roots of possible democratic engagement and undermines dissent in subtle ways. (shrink)

This study suggests a conceptual proposal to analyse the ethics of resistance in organisations, drawing on Foucault’s practising self as a refusal and Schaffer’s ethics of freedom in opposition to the legitimacy of managerial control and the ethics of compliance. We argue that ethics is already part of such politics in the form of ethico-politics on the basis of participation in political action in organisations. Hence, the practising self as resistance in the face of the status quo of managerial power (...) in an ongoing dialectical process with others and for others comprises our conceptual proposal as an ethics of resistance. Acknowledging dialectics as the driver of the continuous reconstruction and co-construction of politics and praxis, we propose an ethics from the bottom up with a critical and radical perspective. Our contribution is based on opening up an ethico-political space for those who are ignored or suppressed in the ethics and organisations literature. (shrink)