We trace the genealogy of wisdom to show that its status in epistemological and management discourse has gradually declined since the Scientific Revolution. As the status of wisdom has declined, so the status of rational science has grown. We argue that the effects on the practice of management of the decline of wisdom may impede management practice by clouding judgment, degrading decision making and compromising ethical standards. We show that wisdom combines transcendent intellection and rational process with (...) ethics to provide a balanced and integrated way of knowing, deciding and acting for managers in a complex and uncertain business environment. Finally, we discuss the role and value of wisdom across a range of business functions including knowledge management, strategic management, leadership and international business. (shrink)

We trace the genealogy of wisdom to show that its status in epistemological and management discourse has gradually declined since the Scientific Revolution. As the status of wisdom has declined, so the status of rational science has grown. We argue that the effects on the practice of management of the decline of wisdom may impede management practice by clouding judgment, degrading decision making, and compromising ethical standards. We show that wisdom combines transcendent intellection and rational process with (...) ethics to provide a balanced and integrated way of knowing, deciding, and acting for managers in a complex and uncertain business environment. Finally, we discuss the role and value of wisdom across a range of business functions including knowledge management, strategic management, leadership and international business. (shrink)

New production concepts rely on the active (co-) shaping of planning, control and organisation processes on the shop floor level. Established CAPM technologies (CAPM =Computer Aided Production Management) only provide insufficient support, and a complete automation of the production management is not suited to close this gap. This is why new principles of system design have to be developed which meet various requirements: from taking into account a multidimensionality and contradiction of planning targets and the integration (...) of learning opportunities with the use of systems up to the promotion of work process knowledge. (shrink)

Moral people (i) have good goals in acting in a challenging situation; and (ii) use their rightly disposed intellectual and voluntary capacities (virtues) and resources to choose a good action in that situation. This requires (iii) sound ethical deliberation and decision-procedures for realising practically the abstract values and principles relevant in the concrete situation. After deliberation about sub-goals and means, they (iv) choose to execute the best particular action plan. They will have canvassed possible outcomes of the intended act, which, (...) when executed, will have a particular result and (v) consequent outcomes for themselves, and for others; and (vi) it will show respect for the wellbeing of the community or wider society, represented by the state, and reflected in state law. A comprehensive third-party moral judgement on the act will encompass the intention and execution of the act in the situation.Part 1, Sections I-IV of this paper argue that organisations can be said to be quasi-persons, personal and moral. As artificial organisational quasi-persons, with a similar structure to natural persons, they can also have analogues of the moral features of natural persons’ moral acts: i)-vi): good goals, rightly disposed capacities and resources, ethical decision procedures, good acts or activities, with good outcomes for others, and respect for society’s norms represented in state law. An ethical acronym, GREAOS, capturing the six dominant features shared with natural persons, is suggested.In Part 2, an application of GREAOS is then made to assess a concrete organisational case, Mondragon Corporation, in order to show how if the analogy between persons and organisations is sound in principle, the acronym’s application can be made to ethically unpack a case. The acronym gives Mondragon Corporation at least a pass on ethics. Although a work in progress, its success in realising ideals of economic democracy can be an exemplar of stakeholder capitalism, an alternative to an unbridled shareholder capitalism, which has had its day. (shrink)

In this article we (a) interlink the philosophical ideas of Ernst Schumacher and Karl Popper within the framework of planning and management, (b) describe project management cases implemented using the principles of project cycle management (PCM) and (c) study whether the success or failure can be attributed to following these concepts. We consider two basic concepts for perceiving the world surrounding us: the concept of organisation and that of self-organisation. The former emphasises the predictability of the (...) future, where the results of each activity are predetermined and can always be achieved through thorough analytical planning. The latter sees the world as a generic whole where numerous interactions take place simultaneously, leaving the future unknown. As it has been shown, for example, by Schumacher, Hayek and Popper, the real world is uncertain and orders of great complexity appear spontaneously in a self-organised manner. Mankind has thus to cope with the self-organising world and to plan and manage therein. PCM is one of the most widespread contemporary management techniques used for that purpose in both the private and public sectors. However, PCM lacks a proper theoretical basis as well as philosophical framework. We have proposed elsewhere that the concept of piecemeal social engineering elaborated by Popper in his The Poverty of Historicism could serve as a theoretical basis, which can combine the organisational nature of planning and the self-organising and fuzzy world. Thus the task is mentally to split the planning and implementation issue: to take the whole into pieces and rearrange them in a desired manner in the planning phase (concept of organisation; convergent problem solving). The actual implementation of the plan ought to be conducted following a stepwise approach, re-planning all through the process (concept of self-organisation; divergent problem solving). “The future cannot be forecast, but it can be explored.” Not all human actions are unpredictable, but we cannot be sure what the results would be or judge the value of an action based on its inclusion in some plan. (shrink)

A review of ethical literature demonstrates that the materialpresented to date is largely based upon theoretical and empiricalresearch. While this information has contributory value, theinformation produced is largely observational rather thanpractical. Managers are anxious to receive assistance with themechanisms by which ethics can be integrated into theirorganisations. Utilising the recent experience of the authorwith a large utility company in Asia committed to developing an ethical programme to enhance ethical awareness in theirorganisation, this paper intends to review current systems andprocedures available (...) to managers for integrating ethics intobusiness. In addition to reviewing mechanisms for promoting anethical climate, where appropriate, reference will be made toprior research and specific organisations where these practiceshave been used successfully.The paper concludes with a set of summary recommendations formanagers embarking on the introduction of an ethical programme totheir organisation. (shrink)

This paper reviews the origins of organisational economics and critically examines its influence on business-school scholarship and pedagogy in the eighties and nineties and argues three points. First, it is useful to analyse the infiltration of economic ideas about internal organisation of firms into organisational science within the context of the methodology of scientific research programmes. Second, the adoption by management theorists of organisational economics as part of a new science of organisations represented a significant change (...) in research style within business schools and may have contributed to practices that came under heavy criticism in the last decade. Third, the influence of economic ideas on management science represented not only an infusion of methods and models, but an infusion of ideology as well, raising important philosophical questions concerning the development of management science. (shrink)

Systems Theory analyses the world in terms of communications and divides the natural world into environment and systems. Systems are characterised by their high density of communications and tend to become more complex and efficient with time, usually by means of increased specialisation and coordination of functions. Management is an organisational sub-system which models all necessary aspects of organisational activity such that this model may be used for monitoring, prediction and planning of the organisation as a (...) whole. The function of a specific management system depends on its history of selection by interactions with the environment (which includes other systems). The main function of a management system will be a consequence of the most powerful and sustained selection pressure it has experienced. Systems Theory implies a management science which is quantitative and comparative. It is quantitative because it is based upon the measurement and mapping of communications as the basis of analysis; it is comparative because evaluations relate to specific variables measured in a specific spatio-temporal context and subjected to analytic processes of constrained complexity. Selection processes are broadly responsible for the dominance of management in contemporary Western societies. The complexity of management systems will probably continue to increase for as long as the efficiency-enhancing potential of complexity outweighs its increased transaction costs. (shrink)

There is a gap between the methods and techniques discussed in planning and management literature, and practitioners’ experiences of agricultural research and extension. This gap is attributable to the fact that outcomes of research and extension (R&E) initiatives are shaped by the interactions of contending coalitions that form around issues or approaches and promote or oppose them. This framework is used to elucidate the development of technologies and methodologies in the past. Implications are drawn for future planning (...) and management, based on seeing the use of methods and techniques in terms of the broader social and political contexts of research and development. (shrink)

China has undergone a profound paradigm shift in its approach to economic development since its policy of 'opening and reform' was first implemented in 1978. It has shifted rapidly from a centrally planned economy to a market-oriented one, speeding up its economic development through foreign investment, a more open market, access to advanced technologies and management experience. It is notable that its economic growth, marked by annual double-digit rises in GDP over two decades, has lifted more than 400 million (...) people out of extreme poverty. Today, the number of Chinese billionaires has ballooned, but so has the rich-poor gap. China's 'development' has to address this urgent issue. This article examines, based on the experience of Amity Foundation, one of China's largest faith-based organisations, how religious organisations are being harnessed by the state to redress the wealth gap arising from 'development'. The process of social engagement has empowered FBOs, made their presence more accepted and appreciated in Chinese society and contributed to the creation of more social and political space for a nascent civil society. The author argues that FBOs must provide visible, viable and replicable alternatives in their social practices that are firmly rooted in their faith, if they are to make any sustainable impact on the development debate. (shrink)

This paper examines how good management can repair fractured relationships within organisations, addressing problems that if left unattended will threaten the future existence of many of these companies. It analyses why there is a mood for change in management thinking, and what direction that change can take. Part of the challenge is how managers can best satisfy the objectives of corporate social responsibility initiatives, and repair organisational and fractured community relationships. A possible role for management is (...) to examine alternative ways of thinking about the potential benefits for the organisation that can be achieved by enhancing employee relationships. In this regard, this paper offers strategies to examine management’s adverse affects on workers’ life-plans. The art of interpretation is used to expose how bureaucratic logic ignores workers’ rights and potentially damages the corporation’s longevity. Interpretation, as opposed to procedure, suggests that organisations are not simply profit mechanisms, but active and dynamic civil societies. By better understanding the facilitating processes of administrative and management thinking, it is possible that we can develop alternative strategies that empower individuals to circumvent the negative consequences of instrumental rationality and enable them to act more responsibly in the public interest. (shrink)

Integrating the concept of place meanings into protected area management has been difficult. Across a diverse body of social science literature, challenges in the conceptualization and application of place meanings continue to exist. However, focusing on relationships in the context of participatory planning and management allows protected area managers to bring place meanings into professional judgment and practice. This paper builds on work that has outlined objectives and recommendations for bringing place meanings, relationships, and lived experiences to (...) the forefront of land-use planning and management. It proposes the next steps in accounting for people’s relationships with protected areas and their relationships with protected area managers. Our goals are to 1) conceptualize this relationship framework; 2) present a structure for application of the framework; and 3) demonstrate the application in a specific protected area context, using an example from Alaska. We identify three key target areas of information and knowledge that managers will need to sustain quality relationship outcomes at protected areas. These targets are recording stories or narratives, monitoring public trust in management, and identifying and prioritizing threats to relationships. The structure needed to apply this relationship-focused approach requires documenting and following individual relationships with protected areas in multiple ways. The goal of this application is not to predict relationships, but instead to gain a deeper understanding of how and why relationships develop and change over time. By documenting narratives of individuals, managers can understand how relationships evolve over time and the role they play in individual’s lives. By understanding public trust, the shared values and goals of individuals and managers can be observed. By identifying and prioritizing threats, managers can pursue efforts that steward relationships while allowing for the protection of experiences and meanings. The collection and interpretation of these three information targets can then be integrated and implemented within planning and management strategies to achieve outcomes that are beneficial for resource protection, visitor experiences, and stakeholder engagement. By investing in this approach, agencies will gain greater understanding and usable knowledge towards the achievement of quality relationships. It represents an investment in both place relationships and public relations. By integrating such an approach into planning and management, protected area managers can represent the greatest diversity of individual place meanings and connections. relationships, place meanings, trust, narratives, planning, protected areas. (shrink)

Urban development is seen in this paper as the process of achieving more social justice in the city through changes both in social relations and in spatiality. Autonomy, in the sense used by Cornelius Castoriadis, is here regarded as the main parameter for the evaluation of processes and strategies for positive social change. Nevertheless, the Castoriadian philosophical notion of autonomy must first be made operational before it can be reasonably applied in empirical research or policy evaluations. The aim of the (...) paper is to contribute to this operationalisation, specifically considering the role of urban planning and management in the realisation of urban development. (shrink)

Urban development is seen in this paper as the process of achieving more social justice in the city through changes both in social relations and in spatiality. Autonomy, in the sense used by Cornelius Castoriadis, is here regarded as the main parameter for the evaluation of processes and strategies for positive social change. Nevertheless, the Castoriadian philosophical notion of autonomy must first be made operational before it can be reasonably applied in empirical research or policy evaluations. The aim of the (...) paper is to contribute to this operationalisation, specifically considering the role of urban planning and management in the realisation of urban development. (shrink)

We examine how corporate social responsibility (CSR) perceptions (association and participation) affect manager creativity at the workplace and its mediating link through organisational identification. We collected data from the National Forum of Environment and Health (NFEH) 2019 that awarded 52 companies in Pakistan. NFEH is a purely non-profit, non-governmental, and voluntary organisation registered under the Voluntary Social Welfare Agencies Ordinance 1961. We employed convenience sampling to collect data from managers of 52 CSR performing organisations in Pakistan. We analyse the (...) data with structural equation modelling (SEM) via R. Findings reveal that CSR association does not affect creativity. In contrast, CSR participation has a significant positive effect on manager creative performance. Furthermore, the decomposition analysis indicated that only in the case of CSR participation, OI has a mediating effect. (shrink)

Integrating the concept of place meanings into protected area management has been difficult. Across a diverse body of social science literature, challenges in the conceptualization and application of place meanings continue to exist. However, focusing on relationships in the context of participatory planning and management allows protected area managers to bring place meanings into professional judgment and practice. This paper builds on work that has outlined objectives and recommendations for bringing place meanings, relationships, and lived experiences to (...) the forefront of land-use planning and management. It proposes the next steps in accounting for people’s relationships with protected areas and their relationships with protected area managers. Our goals are to 1) conceptualize this relationship framework; 2) present a structure for application of the framework; and 3) demonstrate the application in a specific protected area context, using an example from Alaska. We identify three key target areas of information and knowledge that managers will need to sustain quality relationship outcomes at protected areas. These targets are recording stories or narratives, monitoring public trust in management, and identifying and prioritizing threats to relationships. The structure needed to apply this relationship-focused approach requires documenting and following individual relationships with protected areas in multiple ways. The goal of this application is not to predict relationships, but instead to gain a deeper understanding of how and why relationships develop and change over time. By documenting narratives of individuals, managers can understand how relationships evolve over time and the role they play in individual’s lives. By understanding public trust, the shared values and goals of individuals and managers can be observed. By identifying and prioritizing threats, managers can pursue efforts that steward relationships while allowing for the protection of experiences and meanings. The collection and interpretation of these three information targets can then be integrated and implemented within planning and management strategies to achieve outcomes that are beneficial for resource protection, visitor experiences, and stakeholder engagement. By investing in this approach, agencies will gain greater understanding and usable knowledge towards the achievement of quality relationships. It represents an investment in both place relationships and public relations. By integrating such an approach into planning and management, protected area managers can represent the greatest diversity of individual place meanings and connections. relationships, place meanings, trust, narratives, planning, protected areas. (shrink)

Projects may exist in many forms, depending on the purpose and organisational context. Irrespective of the type and nature, however, the effective management of any project requires a high degree of commitment by the project members to the accomplishment of project objectives. The high degree of reliance on external international funding makes project management in non-profit organisations of developing societies a challenging task. The marriage of two entirely different sets of values and philosophical orientations creates an invisible (...) tensile force, impacting the different stages of the project life cycle. The present paper, which is exploratory in nature, broadly aims to study the impact of sponsors’ values on the different project-management activities, including both the planning and the implementation stages of the project. The research involves conceptualisation of the different significant issues in effective project management. The analysis of the identified issues is first made on the basis of the experience of the selected stakeholders in Tanzanian non-profit organisations. The analysis is further linked to the selected context-specific contemporary philosophical thoughts affecting the socio-cultural values in the region. The analysis shows that the variation in the values of project owners and stakeholders is one of the major challenges in the effective implementation of a project in the given context. The study is novel in its approach and raises some fundamental issues arising due to the different philosophical orientations and value-sets of the different partner-project organisations. It is expected that the study will stimulate further academic debate on the broader theme of ‘values, philosophy and project management’. The study is also likely to contribute to knowledge development in the subject area of management in general and practical management philosophy in particular. (shrink)

The goal of this article is to present the possibility of using Diagnosis- Related Groups (DRG) in the hospital management process and to analyse the need for business performance management on the part of hospital management staff. The following research methods were used: literature analysis, case studies, and poll analysis. It is not possible to increase the effectiveness of operation of healthcare entities without increasing the importance of IT systems and using DRG more effectively in the (...) class='Hi'>management process. Training users in IT and the use of DRGs is important to achieving hospital effectiveness. The increased importance of analyses and planning in a hospital should be reflected in the organisational structure of service providers. Hospital controllers should have a similar role to those present in most companies in other industries. (shrink)

Le monde muséal a considérablement évolué ces dernières années ; des notions telles que le développement touristique et économique, ou la performance, ont largement pris le pas sur les préoccupations sociales, voire sur la conservation du patrimoine. Dans une logique mondialisée, quelques grands « musées superstars », à l’instar du musée Guggenheim de Bilbao, imposent largement leur logique de fonctionnement, au détriment de nombre d’établissements de taille plus modeste. Le rôle particulier de l’État, en France, contribue au développement d’une infrastructure (...) muséale exceptionnelle, partiellement pour maintenir sa position dominante au niveau des flux de migration touristique. Mais ce renouveau patrimonial induit également un changement de culture sur le plan organisationnel. Des personnels purement administratifs remplacent les personnels scientifiques à la tête des établissements. L’autorité publique et l’intérêt économique encourent le risque de prendre le dessus sur l’intérêt scientifique et patrimonial.The world of museums has changed considerably in recent years, with concerns for tourist and economic development, or performance, largely overshadowing social and even heritage conservation concerns. Following the logic of globalisation, a few “superstar museums”, like the Guggenheim in Bilbao, have been imposing their own modus operandi to the overall detriment of more modest establishments. The particular role of the State, in France, has contributed to the development of an outstanding museum infrastructure, in part to sustain a dominant position in terms of incoming tourist flows. However, this new perspective on heritage has also brought a change in the culture of museum organisation. As scientific staff are replaced by purely administrative staff at management level, the interests of the public authorities and the economy are increasingly liable to outweigh the interests of science and heritage. (shrink)

A comprehensive paradigm of environmental ethics should encompass two things: (1) a particular way of life, and (2) a path to achieve that ideal. An effective paradigm must also be internally consistent, yet externally workable in the real world. On the whole, the modern environmental movement has failed to provide these essential components and qualities in its associated philosophies, most of which suffer from being too abstract or too utopian.This paper suggests that Islam, as a religion and as a body (...) of knowledge, is capable of providing its followers with a comprehensive and practical system of environmental ethics. The basic principles and guidelines of the faith represent the conceptual ideal, while Islamic institutions and laws provide the operational components of an ethical system. (shrink)

The present book attempts to look out for management lessons in Holy Mother’s life. The author is a disciple of Sri Akshaya Chaitanya who was himself a disciple and biographer of Holy Mother. This book is thus a product of inspired effort. Various facets of the Holy Mother’s personality have been traced through incidents from her life and these have been classified into different sections such as planning, organisation, motivation, leadership, decision-making, communication, and inspiration.

The research aims to study the role of strategic and operational planning as approach for crises management in UNRWA - Gaza Strip field- Palestine. Several descriptive analytical methods were used for this purpose and a survey as a tool for data collection. Community size was (881), and the study sample was stratified random (268). The overall findings of the current study show that strategic and operational planning is performed in UNRWA. The results of static analysis show that (...) there are a relation between strategic and operational planning and crises management. In spite this relation existence, it need more improvement and expanding. Also there are shortcomings in the way that organization manages the crises before and after they occur. A crisis management is only practicing during the crisis. The study suggests that UNRWA must invest in more resources to enhance strategic and operational palming and improve other methods to face potential crises in the future. (shrink)

This book addresses how people and organisations sometimes respond to uncertainty in making decisions. Those decisions are rooted in beliefs and behaviours that are not always rational, especially in response to perceived randomness, chaos and unexpected circumstances. The author uses a transdisciplinary approach to the study of superstition in the context of business and management, taking care to acknowledge that what is regarded as superstition to one person may well be constructed as a spiritual belief by another. Respect and (...) sensitivity in explicating individual and social constructions of spirituality is a core value in structuring the narrative of the text. The work also explores the interwoven relationships amongst superstition, religion, spirituality and empiricism and how cultural, political, economic and environmental factors are likely to influence organisations and those who are employed by them. Further, it examines the influence of beliefs related to topics such as feng shui, astrology, phrenology and the I Ching in recruitment. This comprehensive treatment of the role of superstition in business will advance the scholarly conversation on uncertainty in decision making. It points to the power of belief that defies empirical validation and how it can be used in a variety of contexts, such as the marketing of products and images to manipulate unwary consumers or inhibit the implementation of health advice in times of COVID-19. (shrink)

We propose to understand the global financial crisis of 2008 as an historical event marked by public decisions, economic evaluations and ratings, and business practices driven by a sense of subjugation to powerful others, uncritical conformity to serendipitous rules, and a levelling down of all meaningful differences. The crisis has also revealed two important things: that the free-market economy has inherent problems highlighting the limits of (financial) business, and, consequently, that the business organisation is not as strong as is usually (...) assumed. We reconstruct some of the most dramatic events of that time by using the narratives of two former Lehman Brothers insiders. We then provide an interpretation of that world by using Heidegger’s notions of being and care. Our investigation uncovers persistent inauthentic relationships nourished by the public structure of the financial market, which, drawing on Heidegger, we call the they. In the financial market the what of the world becomes more important than authentic being and self. But a hitch-free switch to authenticity becomes possible through anxiety and the call of conscience. (shrink)

SCOTT A and WILSON L. Nursing Inquiry 2011; 18: 40–49 Valued identities and deficit identities: Wellness Recovery Action Planning and self-management in mental healthWellness Recovery Action Planning (WRAP) is a self-management programme for people with mental illnesses developed by a mental health consumer, and rooted in the values of the ‘recovery’ movement. The WRAP is noteworthy for its construction of a health identity which is individualised, responsibilised, and grounded in an ‘at risk’ subjectivity; success with this (...) programme requires development of an intensely focused health lifestyle. We draw on Bourdieu and Giddens to argue that what is being developed is a ‘reflexive health habitus’, which is not equally accessible to all social groups, and is in tension with WRAP’s recovery-orientated aims. However, it is understandable that such a programme developed in mental health, because people with mental illness are highly stigmatised as ‘a risk’ and viewed as in need of risk management. By developing their own form of self-monitoring ‘at risk’ identity, mental health consumers are, paradoxically, able to construct themselves as ideal health citizens and no longer a risk, thus re-entering the moral community. We conclude by suggesting some changes to WRAP practice. (shrink)

This is a book that we would enthusiastically recommend to those who unconditionally believe in the epistemologically or politically unproblematic character of organisational research. Carl Rhodes, once an employee of the Boston Consulting Group, now researcher at the University of Technology, Sydney, has written a small yet important book about academic writing on organisation. It has appeared in a small but interesting collection called Advances in Organization Studies that is edited by Stewart Clegg and Alfred Kieser and published by (...) John Benjamins. Rhodes’ book resonates well with developed traditions in narrative and storytelling approaches to management and organisation studies. Such traditions have approached organisational knowledge from a narrative perspective1 and used narrative and literary methods to understand organisations.2 More specifically, Rhodes both draws on and contributes to an understanding of the relationship between narrative and power3 and to using multiple interpretations and representations in research.4 However, although we would argue that it is possible to identify Rhodes’ position in the field, ‘summing up’ in his own terms what he has to say is not easy. His central point seems to be that conclusively singular representations, perhaps including the one that we give here, are problematical from both an ethical and political perspective. One may be tempted to discard this as yet another postmodernist frivolity, but we would suggest that what writers and researchers in organisation studies, and the social sciences more generally, might get from this work is an increased sensitivity to the ethics of their writing practices. We intend in this review essay not so much to provide the reader with a neat survey of Rhodes’ book as to build further on some of its ideas. And in doing so, we will highlight its philosophical underpinnings not only because we think that these are especially interesting for the readers of this journal but also because we think that some of them are problematical. We have tried to provide a fairly neutral reconstruction of Rhodes’ argument in the first three sections below, and from the fourth section onwards — ‘authorless writing’ — we question some of Rhodes’ assumptions and ideas. While we are enthused by the questions raised in this book and indeed by the way the overall argument is presented, we will also claim that in places he seems to succumb to an anti-realist and anti-authoritarian position that we regard as unnecessarily radical. (shrink)

As universities are increasingly called by their national governments for a more entrepreneurial management of public research results, they started to develop internal structures and policies to take a proactive role in the commercialisation of university research. For the first time, this paper presents a detailed chronicle of how country-level reforms on Intellectual Property Rights were translated into organisation-level mechanisms to regulate university-patenting activity. The analysis is based on the complete list of patent policies issued between 1993 and 2009 (...) by the population of Italian universities. Our evidence suggests that universities first dealt with legislative changes on IPRs by enacting isomorphic behaviours, then by creating a community of practices, and finally by leveraging on such community to influence government reforms on IP-related matters. We discuss our results in the light of institutional theory and public policy. (shrink)

Organisational planning processes often materialise as a series of meetings, where the future of the organisation is jointly discussed and negotiated as a part of local decision-making sequences. Using conversation and discourse analytical approaches, this article investigates how proposals concerning the future can also be resisted by employing a specific device, a conditional construction. The data for the study originate from a city organisation, whose customer services are being developed. The results show how the conditional constructions work in (...) two interrelated ways. First, by introducing a problematic hypothetical situation, they outline the undesirable consequences of the proposed idea in real work life. Second, by highlighting the experience of the customer, they present the organisation as benefitting from the potential rejection of the idea. The article discusses the implications of the results for the study of proposal and decision-making sequences in longitudinal, multisemiotic discursive processes. (shrink)

This paper assesses the potential of organisational culture as a means for improving ethics in organisations. Organisational culture is recognised as one determinant of how people behave, more or less ethically, in organisations. It is also incresingly understood as an attribute that management can and should influence to improve organisational performance. When things go wrong in organisations, managers look to the culture as both the source of problems and the basis for solutions. Two models of (...) class='Hi'>organisational culture and ethical behaviour are evaluated. They rest on different understandings of organisational culture and the processes by which ethics are enhanced. Firstly, the prevailing approach holds that creating a unitary cohesive culture around core moral values is the solution to enhancing ethical behaviour. Both the feasibility and desirability of this approach, in terms of ethical outcomes, is questioned. The second model queries the existence of organisational culture at all, arguing that organisations are nothing more than shifting coalitions of subcultures. In this second model, the very porousness of the subcultures provides a catalyst for the scrutiny and critique of norms and practices. Such diversity and debate is construed as potentially a better safeguard for ethical behaviour than the uniformity promised by the unitary, strong culture model. (shrink)

This paper examines the epistemological arguments about markets and planning that emerged in a series of unpublished exchanges between Hayek and Neurath. The exchanges reveal problems for standard accounts of both the socialist calculation debates and logical empiricism. They also raise questions concerning the sources of ignorance and uncertainty in modern economies, and the role of market and non-market organisations in the distribution and coordination of limited knowledge, which remain relevant to contemporary debates in economics. Hayek had argued that (...) Neurath's work exemplified the errors of rationalism that underpinned the socialist project. In response Neurath highlighted assumptions about the limits of reason and predictability that the two theorists shared and attempted to turn those assumptions back against Hayek in a defence of the possibility of socialist planning. The paper critically compares Neurath's and Hayek's criticisms of rationalism and considers how far Neurath is successful in his attempt to employ Hayek's assumptions against Hayek himself. (Published Online April 18 2006) Footnotes1 I would like to thank the staff at the Vienna Circle Institute for their assistance in consulting their copy of the Neurath Nachlass. I owe a debt of gratitude to Thomas Uebel and David Archard for their comments on earlier versions of this paper. I would like to acknowledge the support of the Arts and Humanities Research Board and a Manchester University Hallsworth Fellowship in writing this paper. (shrink)

Process physics2 is, like all physics, a model of reality. However, unlike traditional substance-based versions, process physics implements many process philosophical concepts, perhaps most notably, the notion of internal relations. It argues that the universe can best be understood in terms of selfreferential semantic information that is remarkably similar to mathematical stochastic neural networks research in biology. It argues that information patterns generate new information through causal efficacy and, ultimately, internal integration, generating self-organising patterns of relationships. These patterns or relations (...) have an intrinsic value inherent in their self-actualisation and thereby experience a subjective unity in response to influences from the totality of their past. The result is an internally related self-organising stream of experiences that provides a defining essence objectively distinguishable in abstraction and as exhibiting all the characteristics of a quantum space and quantum matter. In process physics, therefore, quantum phenomena emerge where no prior assumption regarding their existence is made or prescribed at the start. Rather, they are internally generated as an inherent feature of an experientially becoming reality, growing in size over time and thus having an observable key feature — i.e. a ‘defining essence’ — of an expanding universe. Reality itself is now understood — and modeled — as having a primitive form of self awareness. By this we mean that it has, in the process philosopher Alfred North Whitehead’s words, prehensions of other actualities as objects in terms of their ‘provocation of some special activity within the subject’.3 In more biologically complex information systems these ultimately lead to experiential integration as conscious discrimination of contrasts in prior experiences. Reality is, ultimately, not about the identification of isolated individuals through externality, but related individuals through internality. The purpose of this paper is to arrive at a point whereby we might apply these ultimate principles of reality to management. To do this, we shall start by considering Whitehead’s own renderings of management issues, before turning to the use management studies has or has not made of his work. In the light of this discussion, we shall question the principle of deconstructive postmodernism that underpins this body of work. We shall then ask whether and to what extent Whiteheadian principles might help explain organisations as ‘event fields’ 4 within which ‘persons-in-communities’5 reside. This will then allow us to consider organisations in terms of a process reinterpretation of physics. In so doing, we shall uncover a final contradiction, between Whitehead’s understanding of organisation and his principles concerning the application of metaphysics, to which we shall at least indicate a solution. (shrink)

How can health plans make fair determinations about when “experimental” (and costly) treatments such as high dose chemotherapy with autologous bone marrow transplantation should be covered despite lack of clear clinical consensus about their benefits? Different models for managing “last chance” therapies evolving in some health plans offer promising examples of how issues of fairness and legitimacy in decisionmaking can be addressed.

In this paper we comment on the changes in the provision of fertility care in Australia, New Zealand and the UK to illustrate how different funding arrangements of assisted reproductive technologies (ART) shape the delivery of patient care and the position of fertility nursing. We suggest that the routinisation of in vitro fertilisation technology has introduced a new way of managing the fertility patient at a distance, the distal fertility patient. This has resulted in new forms of organisational routines (...) in ART which challenge both traditional forms of nursing and advanced nursing roles. We discuss the consequences of this increasingly globalised approach to infertility through the lens of three national contexts, Australia, New Zealand and the UK to unpack the position of nursing within the new forms of organisational routines. (shrink)

Over the last decade, managers have increasingly emphasised the creation of tangible measures of intangible organisational properties. Many major corporations now include measures for intellectual capital, knowledge capital, reputational capital, and other such intangible assets on their financial ledgers. Counter to the rubric that ‘If it doesn’t get measured, it doesn’t get done,’ we argue that some intangibles are truly intangible, and attempts to apply tangible measures to them creates undue organisational stress and harms the underlying asset. Instead, (...) managers may better foster the growth of intangible assets by placing less emphasis on outcome measurement and more emphasis on the process. Using New York University’s Office of Community Service as a case study, we illustrate how a Zen approach can augment tangible measures to create a truly ‘balanced’ organisational strategy. American firms have widely adopted the strict measurement practices of Japanese firms, but few have adopted the Eastern practice of Zen. A Zen approach fosters trust and provides flexibility that allows organisations to better achieve success in the long run. (shrink)

Over the last decade, managers have increasingly emphasised the creation of tangible measures of intangible organisational properties. Many major corporations now include measures for intellectual capital, knowledge capital, reputational capital, and other such intangible assets on their financial ledgers. Counter to the rubric that ‘If it doesn’t get measured, it doesn’t get done,’ we argue that some intangibles are truly intangible, and attempts to apply tangible measures to them creates undue organisational stress and harms the underlying asset. Instead, (...) managers may better foster the growth of intangible assets by placing less emphasis on outcome measurement and more emphasis on the process. Using New York University’s Office of Community Service as a case study, we illustrate how a Zen approach can augment tangible measures to create a truly ‘balanced’ organisational strategy. American firms have widely adopted the strict measurement practices of Japanese firms, but few have adopted the Eastern practice of Zen. A Zen approach fosters trust and provides flexibility that allows organisations to better achieve success in the long run. (shrink)

Why is it that some business managers appear to behave differently in private and at work? How, if at all, are the decisions managers make affected by the nature of their organisations? What impact do organisational values have on the moral autonomy of managers? A research project into these questions is now under way in three disparate Australian business firms and this paper sets out the premise underlying it. For purposes of research the general premise is that the moral (...) character of a business influences the moral judgements and actions of its members. More specifically, it is suggested that the economic paradigm renders a business organisation amoral rather than moral or immoral, and as a result moral responsibility comes to be assigned to individual members. However, the socio-cultural nature of such firms interferes with the ability of managers to exercise moral autonomy. Governed as it is by the market or laws of economics, the amoral organisation is likely to transform its members into individuals without moral standards. (shrink)

Despite the applicability of assemblage theory to extreme events, the relational ontology that assemblage thinkers employ makes it hard to ground the potential of artefacts to undergo substantial change. To better understand how artefacts can be unexpectedly destroyed, and thereby catch managers by surprise, this article draws on Graham Harman’s object-oriented ontology. This approach is used to explain how artefacts, as concrete objects, have the capacity both to cause and to exacerbate calamities. By contrast, assemblage theory is shown to provide (...) insight into post-disaster organizing dilemmas. An analysis of artefact-based surprise at a disaster-prone New Zealand port illustrates the complementarity of the two approaches. Minimizing surprise was a major impetus behind attempts by port managers to make sizeable artefacts more disaster resilient. Yet there are limits to this process that stem from a gap revealed by the philosophical distinction between an artefact’s design plan and its maximum plan. Object-based surprise at the port also sparked tension between the competing imperatives of centralization and decentralization in post-disaster recovery. How this problem played out at the grassroots level is best explained, however, in assemblage-theoretic terms. (shrink)

Why is it that some business managers appear to behave differently in private and at work? How, if at all, are the decisions managers make affected by the nature of their organisations? What impact do organisational values have on the moral autonomy of managers? A research project into these questions is now under way in three disparate Australian business firms and this paper sets out the premise underlying it. For purposes of research the general premise is that the moral (...) character of a business influences the moral judgements and actions of its members. More specifically, it is suggested that the economic paradigm renders a business organisation amoral rather than moral or immoral, and as a result moral responsibility comes to be assigned to individual members. However, the socio-cultural nature of such firms interferes with the ability of managers to exercise moral autonomy. Governed as it is by the market or laws of economics, the amoral organisation is likely to transform its members into individuals without moral standards. (shrink)