이 글은 기업, 국가 등의 특정 조직뿐만 아니라 개인의 삶에도 적용시킬 수 있는 위기 관리의 원리와 철학을 『주역』에서 살펴보는 데 그 목적이 있다. 특히 현대인들의 위기상황 에서 실질적으로 적용될 수 있는 『주역』의 위기관리철학을 『주역』에 나타난 위기의 조짐, 위기의 종류, 그 대처방안 등의 구체적이고 실용적인 주제들을 중심으로 살펴보는 데 그 목적이 있다. 주역 ｢계사전｣에서는 역경 이 은나라에서 주나라로의 전환기에 만들어진 책으로 위태로운 말들을 담고 있지만 이를 통해 오히려 사람들의 삶을 평안하게 이끌고자 한 책이라고 언급했다. 실제로 『주역』에는 다양한 위기상황과 그에 대한 대처방안이 (...) 제시 되고 있다. 이 논문에서는 『주역』에 나타난 위기의 조짐으로서의 기미를 통해 우리 삶 속 에서 위기가 닥쳐올 것임을 암시하는 기미들이 어떠한 양상으로 나타나는지를 살펴보았 다. 아울러 위기 또한 거시적인 변화의 측면에서 연구대상으로 바라보는, 『주역』의 기미에 주목하여 본격적인 위기가 닥쳐올 것임을 보여주는 구체적인 조짐의 모습들을 분석했다. 이를 위해 특히 말, 소통의 방식에서 드러나는 본격적인 위기의 조짐을 살펴보고 그것이 심각한 위기로 번지기 전에 취해야 할 대처방안을 살펴보았다. 하지만 인간의 삶에는 미리 예방하지 못하거나, 본인의 의지와 상관없이 본격적으로 닥쳐오는 위기가 존재한다. 이 논 문에서는 『주역』에 나타난 본격적으로 닥친 위기에 따른 대응방식을 멈추고 기다리는 위 기, 적극적으로 대응하는 위기, 활용하는 위기로 구분하여 살펴보았다. 아울러 모든 종류 의 위기에 대해 가져야 할 한결같은 위기 대응의 원칙 또한 살펴보았다. 그리고 마지막으 로 지금까지 살펴본 『주역』의 위기관리철학을 위기관리 매뉴얼로 도식화해 보았다. 본 연구를 통해 『주역』에서는 사전에 위기의 조짐인 기미를 인지할 수 있다고 보고 있으며, 특히 자신이 자초한 인과적인 일에 대한 기미를 경계하고 있음을 살펴볼 수 있었다. 또한 본 격적인 위기가 닥쳐올 것임을 암시하는 조짐을 사전에 인식하고 그것이 더 깊은 위기로 번 져가지 않도록 사전에 예방할 수 있음을 살펴볼 수 있었다. 아울러 본격적으로 닥친 위기 에 대해서도 그 위기의 특징별로 적절하게 대처할 수 있는 방안이 있음을 살펴볼 수 있었으며 일상적으로 항상 위기에 대비해야 하며, 지나간 위기에 대해서도 그것이 반복되지 않 도록 기억해야 함을 살펴볼 수 있었다. (shrink)

이 논문은 윌리엄 모리스(William Morris 1834-1896)가 설립했던 모리스 상회(Morris & Co.)의 경영 철학에 대한 연구이다. 모리스는 예술이 대중화되어야 예술 문화가 향상될 수 있다는 이념을 가지고 있었고 이것은 바로 상회의 경영과 연결된다. 모리스 상회의 설립자들은 19세기 미학적 상황을 파악하고 예술을 상품화하여 ‘장식예술’로 시대를 개혁하고자 하였다. 이것은 곧 확장된 예술 개념을 실천하는 장이였다. 또한 모리스 상회의 경영 철학은 모리스의 미학과 함께 하였고 그것은 예술에 대한 새로운 지평을 여는 것이었다.BR 모리스는 자신이 모리스 상회의 경영을 맡으면서 네 가지 원칙 아래에 상회를 경영하고자 했다. 첫째, (...) ‘대중을 교육’하는 것이다. 대중 교육이라는 것은 예술성과 좋은 질의 생산품을 적절한 가격에 공급하여 대중의 미적 취미를 향상시키는 것을 의미한다. 둘째, 예술생산 방식의 개선이었다. 셋째, 모든 제작품은 디자이너의 이름과 제작자의 이름을 공개했다. 이것은 예술 상품을 디자인한 디자이너의 지적 재산에 대한 존중이며 상품 제작에 참여한 노동의 가치를 존중하는 태도였다. 넷째 노동의 대가에 따른 임금 분배였다.BR 상회의 기본 원칙은 완전히 실현되지 못하였고 한계를 드러냈다. 모리스 상회의 소비자들은 부유한 사람이거나, 고등 교육을 받은 일부 사람들이었다. 임금 분배의 문제는 자본주의 시장경제 체계에 잠식당하고 있었다. 모리스는 이상적인 상회 경영을 희망했으나 절반의 성공만을 했다. 모리스가 실현하려했던 상회의 경영원칙은 이윤추구가 우선이었던 경제체계에서 완전한 성공을 거두기는 힘들었다. 그러나 상회 경영에 드러난 윤리적 태도, 노동자의 권익, 예술, 디자인, 기술의 조화 등에 대한 그의 이념은 이 시대의 지침서로서의 역할을 하고 있다. (shrink)

This book opens a new field within business science: management philosophy. This discipline gives a thorough and critical foundation of a theory of management and leadership beyond any talk of "value-based" management, and "ethical accounting". It presents an uncompromising picture of the real leader through a set of leadership virtues, focusing on human duties, not on human rights. The book demonstrates that only through philosophy it is possible to establish a genuine science of management, overcoming the (...) pressures of functionalism, opportunism and pragmaticism, inherent in the hyper-modern corporation shaped by high-tech and information advantages. (shrink)

Human Resource Management is in a contentious relationship with moral philosophy. To understand this relationship, one can approach it from the standpoint of Human Resource Management (HRM) or philosophy. This article presents the latter. One of the most important 20th century discussions on the development of moral behaviour came from Laurence Kohlberg. His model of universal moral stages provides a framework inside which virtually all forms of morality take place. These stages are used to characterise the morality of (...) HRM. In order to avoid portraying them as moral philosophy the paper assesses HRM’s morality by using these seven stages as an ordering framework. To achieve this, a normative and a supportive empirical study have been conducted: the normative study found that HRM appears to be located at stages two and four; this is supported by empirical data because most respondents (76%, n=204) saw HRM’s morality as a reflection of these three stages. These stages represent: seeking personal benefits, corporate conformity, and supporting corporate policies. (shrink)

Human Resource Management is in a contentious relationship with moral philosophy. To understand this relationship, one can approach it from the standpoint of Human Resource Management (HRM) or philosophy. This article presents the latter. One of the most important 20th century discussions on the development of moral behaviour came from Laurence Kohlberg. His model of universal moral stages provides a framework inside which virtually all forms of morality take place. These stages are used to characterise the morality of (...) HRM. In order to avoid portraying them as moral philosophy the paper assesses HRM’s morality by using these seven stages as an ordering framework. To achieve this, a normative and a supportive empirical study have been conducted: the normative study found that HRM appears to be located at stages two and four; this is supported by empirical data because most respondents (76%, n=204) saw HRM’s morality as a reflection of these three stages. These stages represent: seeking personal benefits, corporate conformity, and supporting corporate policies. (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)

This article pursues the question whether and inasmuch theories of corporate responsibility are dependent on conceptions of managerial freedom. I argue that neglect of the idea of freedom in economic theory has led to an inadequate conceptualization of the ethical responsibilities of corporations within management theory. In a critical review of the history of economic ideas, I investigate why and how the idea of freedom was gradually removed from the canon of economics. This reconstruction aims at a deconstruction of (...) certain axioms of neoclassical economics that hamper contemporary efforts in integrating ethics firmly into management education. I intend to show by these deconstructive endeavors that a constructive use of the idea of responsible freedom could correct and complement the current quantitative focus in business theory through qualitative orientations. I argue that with the help of qualitative success criteria, the strategic integration of the tenets of both business ethics and Corporate Social Responsibility into business practice can be advanced by further research. (shrink)

This article pursues the question whether and inasmuch theories of corporate responsibility are dependent on conceptions of managerial freedom. I argue that neglect of the idea of freedom in economic theory has led to an inadequate conceptualization of the ethical responsibilities of corporations within management theory. In a critical review of the history of economic ideas, I investigate why and how the idea of freedom was gradually removed from the canon of economics. This reconstruction aims at a deconstruction of (...) certain axioms of neoclassical economics that hamper contemporary efforts in integrating ethics firmly into management education. I intend to show by these deconstructive endeavors that a constructive use of the idea of responsible freedom could correct and complement the current quantitative focus in business theory through qualitative orientations. I argue that with the help of qualitative success criteria, the strategic integration of the tenets of both business ethics and Corporate Social Responsibility into business practice can be advanced by further research. (shrink)

Current theories of management have difficulty overcoming certain problems and limitations related to some features of the field itself multiplicity, midtidisciplinarityt fragmentation, presence or lack of paradigms, se/freferentiality, and ethnocentrism. This paper first reviews these issues broadly. Then, it emphasises the preponderance of the scientific method and the exclusion of philosophy as theoretical foundations for management. It proposes taking philosophy as the science to provide the foundations of management. It explains how philosophy — especially philosophy that has (...) its roots in Aristotelian thought - can be of help to management through four different functions: admirative, globalising, political, and critical. In this way, Aristotelian philosophy is shown to be a superior basis for solving the present problems in management theory and a fruitful option for integrating ethics in organisational and management theories. (shrink)

Previous studies imply that management philosophy has become an essential ethical foundation for a number of mission-driven organizations in Japan. This study examines how management philosophy might be influential to individuals with a sample of 1019 Japanese employees. The article develops a framework for analyzing the adoption of management philosophy and individual attitudinal and behavioral outcomes. Factor analysis shows that adoption of the management philosophy can be categorized into two dimensions, identification with management philosophy, and (...) sensemaking of that management philosophy. Regression results indicate that while philosophy-oriented practice might affect individual adoption of management philosophy, the adoption of the management philosophy is positively related to both job involvement and organizational citizenship behavior. Furthermore, the results of structural equation analysis indicate that both dimensions of the adoption of the management philosophy might mediate the relationship between organizational practice and individual outcomes. The research not only increases our understandings into the effectiveness of the management philosophy as an essential ethical foundation, but also provides intriguing implication regarding the organizational measures required to enhance the mission-driven culture. (shrink)

While much has been written on phronesis, there is a dearth of empirical work on the how the concept can be developed and implemented in practice, particularly in an educational setting. To address this problem, characteristics of phronesis were identified through a review of current literature and an examination of related themes from a special issue of the Philosophy of Management Journal on the philosophy of innovation. The implementation of the concept was investigated using an illustrative study of ongoing (...) work aimed at embedding phronesis in an innovation educational module. The study will contribute to the nascent debate by providing evidence of embedding Aristotle’s phronesis in the curriculum of future managers, in this case Engineering and Business students, working in cross-functional teams. A schema is proposed, based on concepts distilled from the literature and the illustrative study, to examine whether an educational project cultivates phronesis among the students. (shrink)

This essay reviews the recently released Handbook of Philosophy of Management, using it as a jumping off point to explore some potential confusions in contemporary philosophy of management. The handbook itself, comprising 58 articles and some 1,000 pages, is a milestone for the field. At the same time, it brings a few problems into sharp relief. I argue for more clarity about the distinction between the philosophy of management and the philosophy of management research. I make (...) the case that logic as a de facto method for conducting inquiry may or may not be useful, while logic as a de jure standard for evaluating its conclusions is indispensable. I develop the view that neither management nor management studies is properly considered a science, or even an applied science. I contend that the seminal contributions of Alasdair MacIntyre are unjustly neglected by the field. And I advance the thesis that perhaps the leading issue for the philosophy of management today is the question of the purpose of management, pointing in some suggested directions for answering the question. (shrink)

Using an interdisciplinary focus, this book combines the research disciplines of philosophy, business management and sustainability to aid and advance scholar and practitioner understanding of the United Nations' Sustainable Development Goals (SDGs).

In this paper I present a philosophically-inspired approach to the field of human resource management (HRM). Such an approach demands a certain kind of reader and a certain kind of HR professional: readers and professionals who are less occupied with the application and implementation of new HR technologies and more with the complex impact of HRM technologies and practices on individuality and sociality. I argue that concepts, technologies and practices of HRM are in practice elements in an immanent philosophy, (...) which reproduces and transforms how individuals and organisations can come into being. Two seemingly contradictory, simultaneous tendencies are discussed. First, the practices and technologies of HRM can and have been seen as disciplining, conservative forces, creating egoistic individuals with little or no interest in sharing a common responsibility towards the organisation. Second, a new kind of sociality arises from the openings that practices and technologies are creating, as the social does not so much disappear as take on new forms. I will discuss these different kinds of beings through a case example involving a group performance appraisal system in a major financial institution. I conclude by reflecting on the matter-of-fact spirit in which HR technologies and practices are implemented and the vast power which the ‘Resource Management’ exercises in creating the ‘Human’. (shrink)

In this paper I present a philosophically-inspired approach to the field of human resource management (HRM). Such an approach demands a certain kind of reader and a certain kind of HR professional: readers and professionals who are less occupied with the application and implementation of new HR technologies and more with the complex impact of HRM technologies and practices on individuality and sociality. I argue that concepts, technologies and practices of HRM are in practice elements in an immanent philosophy, (...) which reproduces and transforms how individuals and organisations can come into being. Two seemingly contradictory, simultaneous tendencies are discussed. First, the practices and technologies of HRM can and have been seen as disciplining, conservative forces, creating egoistic individuals with little or no interest in sharing a common responsibility towards the organisation. Second, a new kind of sociality arises from the openings that practices and technologies are creating, as the social does not so much disappear as take on new forms. I will discuss these different kinds of beings through a case example involving a group performance appraisal system in a major financial institution. I conclude by reflecting on the matter-of-fact spirit in which HR technologies and practices are implemented and the vast power which the ‘Resource Management’ exercises in creating the ‘Human’. (shrink)

In this chapter, we explore Xenophon’s philosophy of management and identify nine dimensions of business management, as well as the competencies that good management requires. The scientific contribution of this chapter does not only consist in the fact that this is the first publications in which Xenophon’s philosophy of management is systematically analyzed. Historical analysis can also help to question the self-evidence of our contemporary conceptualization of management. Xenophon’s philosophy of management enables us to (...) criticize the contemporary focus on profit maximization and to articulate an intrinsic relation between business and society; to criticize the contemporary disconnectedness of business management and to develop a broader set of individual competencies and know-how that is required for business managers; to criticize the contemporary focus on management and control; and to rehabilitate the role of business management as ability and capacity that involves know-how, actual engagement, and virtuous competencies. Finally, this concept of management challenges contemporary conceptualizations of the differences between private and public management in political philosophical debates. (shrink)

This article distinguishes between philosophy for managers and philosophy of managers. Philosophy for managers is prescriptive advice concerning the content of wisdom in practical judgment and action. Managers in action rely on a self-constructed operational code – a concept borrowed here from earlier literature – that unavoidably emphasizes turf, reputation, and coalition in career advancement. The organization is a political arena for decisions, resources, and career opportunities. While elements of operational philosophy are addressed in formal management education, treatment is (...) haphazard and fragmented in a way that leaves managers to develop a personal operational philosophy. How managers address these elements depends on whether they are idealists, realists, or social darwinists in personal philosophy. The author develops these three options as illustrative categories of operational codes for managers. (shrink)

In this article, we philosophically reflect on the nature of business management. We move beyond the political paradigm of the conceptualization of management in order to lay the ground for a philosophy of business management. First, we open-up the self-evident conceptualization of business management in contemporary management practices by comparing ancient and contemporary definitions of management. Second, we develop a framework with six dimensions of the nature of business management that can guide future (...) philosophical and empirical work on the nature of business management: management control, people management, asset management and entrepreneurial action, management as participation, management as responsive action and management as constituting meaning. (shrink)

We attempt in this paper to define a new field of study for philosophy: philosophy of management. We briefly speculate why the interest some managers and management writers take in philosophy has been so little reciprocated and why it needs to be. Then we suggest the scope of this new branch of philosophy and how it relates to and overlaps with other branches. We summarise some key matters philosophers of management should concern themselves with and pursue one (...) in some detail. We conclude with an invitation. (shrink)

This paper shows that during the first half of the 1960s The Journal of Philosophy quickly moved from publishing work in diverse philosophical traditions to, essentially, only publishing analytic philosophy. Further, the changes at the journal are shown, with the help of previous work on the journals Mind and The Philosophical Review, to be part of a pattern involving generalist philosophy journals in Britain and America during the period 1925-1969. The pattern is one in which journals controlled by analytic philosophers (...) systematically promote a form of critical philosophy and marginalise rival approaches to philosophy. This pattern, it is argued, helps to explain the growing dominance of analytic philosophy during the twentieth century and allows characterising this form of philosophy as, at least during 1925-1969, a sectarian form of critical philosophy. (shrink)

This paper introduces the special theme on management and political philosophy, following a call for papers in the journal Philosophy of Management. The scope of this introduction is to emphasize the importance of political philosophy as a subtheme in the discipline of philosophy of management by shedding light on a cornerstone conversation: the role of the state in fostering corporate accountability for social injustice. For doing so, we present the papers invited to this special theme and show (...) how they contribute to this conversation. Inspired by the arguments that the articles in this special theme develop, we also provide further thoughts for the directions that future research should pursue for enriching the discussions in the political philosophy of management. (shrink)

The purpose of this paper1 is to rationalise why and how philosophy can help today’s managers in their daily practices. I will first explain why today’s managers particularly should engage themselves in profound and enduring dialogue with philosophers. To this end, I will present the close links between the major managerial activities and the major philosophical domains. In the second section, I will sketch out how such a dialogue can be facilitated. To this end, I will present some of the (...) methods and conditions used to ensure the success of the practice of philosophy in organisations. (shrink)

This study investigates current linkages between ethical theory and management behavior. The vignettes used in this investigation represent ethical dilemmas in the areas of coercion and control, conflict of interest, physical environment, and personal integrity. The results indicate that even with the heightened state of ethical awareness that has evolved in recent years the link between ethical philosophy and management behavior remains basically the same as it was in the mid 1980s. Specifically, practitioners still rely almost totally on (...) the utilitarian ethical philosophy when making business decisions. (shrink)

The aim of this article is to describe the significance and key challenges of philosophy for managers as perceived on the basis of a particular understanding of philosophy and my personal experience as a practitioner.The paper will be more visionary than argumentative. I recognise there are important alternative approaches but I will not engage in detailed analysis of them.2Drawing heavily on my own experience, the paper will present an outline and meta-philosophy of philosophical practices that have proven useful in actual (...) interface with practising managers. (shrink)

The purpose of this paper1 is to rationalise why and how philosophy can help today’s managers in their daily practices. I will first explain why today’s managers particularly should engage themselves in profound and enduring dialogue with philosophers. To this end, I will present the close links between the major managerial activities and the major philosophical domains. In the second section, I will sketch out how such a dialogue can be facilitated. To this end, I will present some of the (...) methods and conditions used to ensure the success of the practice of philosophy in organisations. (shrink)

Despite the fact that management programmes provided by African universities are based on Western ontology, there exists a philosophy of management that is uniquely African. It is necessary to discover, understand and nurture this philosophy in order to explain why African managers behave in the ways they do. The African philosophy of management is premised on African traditional cultures, which have a strong influence on the organisational culture of African organisations. For example, despite many Africans undertaking university (...) degrees based on Western ontology at home and overseas, they inadvertently revert to African management philosophy in their (African) organisations. Consequently, the African philosophy of management significantly affects how African managers manage African organisations. The location of the author’s research for this paper is the neighbouring East African nations of Kenya and Tanzania. Although the limitation of the research to these two countries means that the research findings cannot be generalised to other African economies, it may nevertheless point to possible patterns of African management philosophy to be found in other economies of sub-Saharan Africa. Arguably, African management philosophy plays a key role at different levels in African organisations, with both positive and negative consequences. This paper explores such a role and its consequences. It also examines its implications for socio-economic development and social advancement for African peoples. It is widely accepted, for example, that African institutions and organisations are very corrupt. Africans do not have a monopoly on corruption, but a question of interest for this paper is whether the African philosophy of management contributes to corruption in the two countries on which this paper focuses, and what inferences may be drawn for other economies in sub-Saharan Africa. This paper includes both conceptual and field research in its exploration of the African philosophy of management. It is premised on the view that, while the Western world may not recognise or even think about an African philosophy of management, such a philosophy does exist. The effective management of African private and public organisations is not possible, if the African philosophy of management is not understood and accommodated in the management of African organisations. An understanding is critical for socio-economic development and social advancement, especially for Africans in Kenya and Tanzania, and also for the rest of sub-Saharan Africa. (shrink)

Despite the recognition of the importance of philosophy-based management in recent Japanese management practices, there has been little effort to systematically examine this topic from a normative view. With a sample of 152 electrical machinery companies, this study attempts to identify the underlying value orientations incorporated in the normative statement of corporate management philosophy and furthermore examines the complex relationships between corporate value orientations and various performance indexes. The article shows that although the adoption of a corporate (...) management philosophy does not contribute to corporate financial performance directly, some value orientations might contribute to non-financial performance and long-term performance potentials. Especially, CSR environmental performance might be contributed by customer orientation and harmony; human resource management performance is associated with partner orientation and harmony; growth potential might be related with global orientation, entrepreneurship, and honesty. Furthermore, the negative relationship between increase of sales effort and CSR environmental performance also implies that it deserves careful consideration and attention for a company to balance the interests of various stakeholders. (shrink)

This article addresses the difficulty in pursuing a philosophical engagement with management without falling into the trap of scientism. It also explores the option to turn management theorists away from science to seek insights from technology. The article is organized in four parts: a preliminary discussion on management from a philosophical viewpoint, a crucial distinction between philosophy of management as a mode of inquiry and a field of study, an analysis of the risk of scientism in (...) the current philosophical work on management, and an initial inspection across the waters separating management and philosophy of technology. (shrink)

Electronic inspection copies are available for instructors What and who is business for? What exactly is work and how can we distinguish it from other activity? Do businesses operate along different ethical lines from individuals? This clear and accessible text introduces key philosophical concepts and ideas and applies them to fundamental issues in management and organizations. Written for business and management students with no previous knowledge of philosophy, this text will lead readers to question the basic assumptions widely (...) made about business and management. An Introduction to the Philosophy of Management is packed with case studies and examples which provoke thought and discussion. Coverage includes crucial topics such as business ethics, culture and leadership. Key features: - Boxed definitions of key concepts - Real life case studies and examples - Questions for Reflection - Further reading This text is essential reading for any business and management student wanting to think creatively. (shrink)

This article presents an overview of systems thinking from the mid-20th Century to the present. Systems thinking is presented as an interdisciplinary approach to managing complexity in organisations. It is characterised as holistic, dialogical and pluralistic. The philosophical interpretation of the practice of systemicintervention is increasingly important to understanding the reflexive and ethical nature of this approach to management. The article assesses the prospects of systems thinking becoming a mature philosophy of management by focusing on the quality of (...) relationships that it facilitates. A number of outstanding philosophical questions requiring further research are identified in conclusion. (shrink)

In this paper we set out to explore the claims that corporate social responsibility (CSR) itself is little more than a complementary extension of the project of coloniality initiated by the Enlightenment (e.g. Banerjee 2019). We will not dispute that claim. Rather we will develop three points. First, we will apply a non-linear, systems approach to demonstrate how we all, of any color, ethnic origin or historical location are all part of an interconnected interrelated sets of systems—what some thinkers call (...) a complex adaptive system or systems (e.g., Miller and Page 2007) so that dismissing or degrading any particular ethnic, gender, or racial group is dismissing part of our history and origin. Secondly, we will argue that Enlightenment, coloniality, as well as neo-coloniality, and decoloniality sprung up from the Enlightenment projects themselves. Thus, the very critiques of Enlightenment, accurate as they may be, evolved from that perspective and have to be taken into account even in those critiques. Third, what appears to be an “either-or” – that is, that commerce should stick to business and not engage in political activities (forms of neocolonialism) or accept these business-political activities despite critiques – is not a simple choice. Rather, conceding that commerce and political systems cannot be nicely separated, we will provide some principles or ways to evaluate these activities, seemingly ubiquitous particularly in emerging economies. (shrink)

This article presents an overview of systems thinking from the mid-20th Century to the present. Systems thinking is presented as an interdisciplinary approach to managing complexity in organisations. It is characterised as holistic, dialogical and pluralistic. The philosophical interpretation of the practice of systemicintervention is increasingly important to understanding the reflexive and ethical nature of this approach to management. The article assesses the prospects of systems thinking becoming a mature philosophy of management by focusing on the quality of (...) relationships that it facilitates. A number of outstanding philosophical questions requiring further research are identified in conclusion. (shrink)

This book demonstrates how the conceptual resources of contemporary French philosophy from the early 20thCentury to the present day can be applied to give us new perspectives on business ethics and the ethics of organizations. In providing an overview of possible applications,the book covers a wide range of philosophers, philosophical movements and perspectives, and provides detailed analyses of core materials relevant to business ethics. It explores and analyzes French philosophy, taking into account phenomenology,existentialism, French epistemology, structuralism, post-structuralism,deconstruction and postmodernism as (...) well as recent discussions of philosophy of organizations and management. Each chapter contains suggestions for further reading and educational illustrations of possible applications to the mainstream business ethics and ethics of organization literature. (shrink)

Like any social science, management and organization sits astride two literary and epistemic disciplines; the empirical and the conceptual. I argue that emphasizing the former to the detriment of the latter, as is often the case in management and organization research, creates a conceptual blindness that compromises progress in the field. I show how adopting a more philosophically attuned methodology buttresses the conceptual tools of management and organization research via deduction, induction, normative grounding, and overcoming the illusion (...) of unanimity. (shrink)

This book reflects on the nature of business management to contribute to the development of a philosophy and ethics of management. It engages in conceptual engineering of management to delineate the phenomenon of management and, as a result, to open a new perspective on management beyond its self-evident conceptualization. -/- After questioning the self-evident concept of management, the author develops a philosophy of management with six dimensions of the nature of management: (...) class='Hi'>management as participation; management as resistance and responsive action; management as constitution of meaning; management as politico-economic governance; management as non-reductive stakeholder engagement; and management as epistemic insufficient entrepreneurship. These six dimensions of management are taken as points of departure to develop an integrated concept of business ethics, an individual competence for ethical business management, and a concept of ethical codes for corporate social responsible behavior. This new conception of philosophy of management and business ethics can guide future philosophical and empirical work on the nature of management. -/- The Critique of Management is an excellent resource for researchers, students, and professionals interested in philosophy of management, business ethics, and corporate social responsibility. (shrink)

"Out of the box! ". Qui n'a pas entendu cette injonction destinée à ceux que l'on somme d'être créatif? Si nos sens délimitent sans peine des murs et des portes, de quoi se compose la boîte de laquelle on nous enjoint de sortir? Qui la construit et à quoi sert-elle? Nous avons pris au sérieux ce banal mot d'ordre managérial et avons bâti une théorie sur l'innovation. Ce n'est pas une "boîtes" que nous avons identifiée, mais trois "cubes" qui formatent (...) nos identités, nos usages et nos objets. Sujet, verbe, objet tout marché fonde en même temps un récit et s'appuie sur la même grammaire que nous avons apprise sur les bancs d'école. Les neufs dimensions réunies par les trois cubes sont des productions historiques. Elles sont le produit d'un nombre impressionnant d'acteurs : Etats, organismes administratifs, partis politiques, arts, aménagement du territoire, syndicats patronaux ou ouvriers, associations de consommateurs, médias, médecine, droit, formation, police, langue, leaders d'opinion, structures faîtières, etc. Le lecteur découvrira que l'innovation exprime un paradoxe : l'innovation est nécessaire pour les entreprises ; elle aussi est un danger pour ces dernières ; elle doit enfin être domestiquée et "cubée" pour organiser une concurrence. Si l'innovation était débridée, aucun marché n'y résisterait... Trois cubes comme paradoxes de la créativité et de la liberté ; il faut bien des murs, savoir de quoi ils sont faits et où ils sont érigés pour s'évader de temps en temps. (shrink)

In our age of globalization, we need a theory of global management consistent with our common human nature. The place to begin in developing such a theory is the philosophy of traditional cultures. The article focuses on African philosophy and its fruitfulness for contributing to a theory of management consistent with African traditional cultures. It also looks briefly at the Confucian and Platonic-Aristotelian traditions and notes points of agreement with African traditions. It concludes that the needed theory of (...) global management should regard the firm as a community, not a collection of individuals, and should understand the purpose of management as promoting the common good. (shrink)

The current linkages between ethical theory and management behavior are investigated. The vignettes used in this investigation represent ethical dilemmas in the areas of coercion and control, conflict of interest, physical environment, and personal integrity. Overall, even with heightened ethical awareness the link between ethical philosophy and management behavior remains similar to that of the early 1990s. Generally, practitioners still rely heavily on the utilitarian ethical philosophy when making business decisions. However, more managers are now likely to select (...) ethically appropriate actions either because it is ethical to do so, or because the consequences or risk of not doing so are too great. This shift could positively impact the ethical climate of business decision-making. (shrink)

Under the banner of the rationalisation of production, the figure of the manager has been presented as the incarnation of productive efficiency and social progress. Such an image, heir to the type of the « captain of industry » which was still prevalent in the Fordist paradigm, has proven to be totally illusory. The manager is henceforth the mere agent of financial profitability. Management is a mode of subsumption of labour by capital, one which attempts to control that component (...) of autonomy in work that is a requirement in the processes of post-Fordist production. Class struggle, in its current aspects, is thus enacted by way of the modalities of capital’s hegemony, which seeks to elicit labour’s consent in the process of its own exploitation. It does so by way of paradoxical injunctions and a modification of the representations of social agents. However by breaking collective solidarities and replacing cooperation by competition, management has deployed an anthropology of simulation, provoking a general crisis of confidence which signals the failure of this Hobbesian paradigm. (shrink)

With the rise of China in the global economy, it has never been more important for business leaders to understand Chinese leadership philosophies and practices. This is the first book to explain how ancient Chinese thinking and Western ideas have shaped the development of leadership styles in China. Leadership theories associated with Confucianism, Daoism, Legalism, the Arts of War, and the writings of Mao and Deng are analysed by both Chinese and Western experts. To set this in a modern business (...) context, the book includes interviews with top executives, who reflect on how their business values are affected by ancient Chinese philosophers, modern Chinese leaders, and Western management writers and thinkers. The book also includes research on paternalistic leadership as practised by business leaders in Taiwan, Hong Kong, and mainland China. (shrink)

This paper questions whether managers truly need philosophy and for what end. It highlights the achievements of management before examining its deficiencies. Once some basic foundation to support a case for the teaching of philosophy to managers has been made, the paper considers two main issues: what types of managers are there; and what type of philosophy do each of these types need. Using primary experiential data and some management questionnaires analysed using pattern recognition Artificial Intelligence the paper (...) identifies a typology of five well-defined clusters: Disaffected (Whiners); Converts (Shoppers); Tacticians (Cynics); Believers (Commanders); and Workers (Jobbers). For each in turn we identify the type of philosophy most suited to each cluster. The paper argues that in teaching philosophy to managers you must consider who you are teaching as the dangers include counter-productivity. (shrink)

Resumo: Pretende-se, com este artigo, analisar o conceito de história genética no pensamento do filósofo francês Gilbert Simondon. Para isso, faz-se necessário analisar a proposta de uma filosofia a qual pretende romper com as barreiras que separam técnica e cultura, a fim de, a partir daí, examinar o modo próprio de existência dos objetos técnicos. Nessa perspectiva, analisa-se a tecnicidade da técnica, utilizando-se do conceito de invenção, com vistas a formular uma história genética da técnica que recolhe, ao mesmo tempo, (...) elementos subjetivos e objetivos, segundo o método transdutivo. Um projeto que, ao final, se apresenta como "gestão de uma herança", segundo a expressão de Merleau-Ponty.: The aim of this article is to analyze the concept of genetic history in the thought of the French philosopher Gilbert Simondon. To do this it is necessary to consider a philosophy that intends to break the barriers that separate technology and culture, and from there proceeds to analyze the mode of existence of technical objects. From this perspective, the technicity of technology is analyzed, using the concept of invention in order to formulate a genetic history of technology that gathers both subjective and objective elements, according to the transductive method. A project that, in the end, is presented as "management of an inheritance", in the words of Merleau-Ponty. (shrink)

It is now widely acknowledged that play is central to our lives. As a phenomenon, play poses important questions of reality, subjectivity, competition, inclusion and exclusion. This international collection is the third in a series of books that aims to build paradigmatic bridges between scholars of philosophy and scholars of play. Divided into four sections, this book sheds new light on the significance of play for both children and adults in a variety of cultural settings. Its chapters encompass a range (...) of philosophical areas of enquiry such as metaphysics, aesthetics and ethics, and the spectrum of topics explored includes games, jokes, sport and our social relationship with the internet. With contributions from established and emerging scholars from around the world, The Philosophy of Play as Life is fascinating reading for all those with an interest in playwork, the ethics and philosophy of sport, childhood studies or the philosophy of education. (shrink)