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Stewart Clegg [16]Stewart R. Clegg [15]
  1.  55
    The Ethics of Managerial Subjectivity.Eduardo Ibarra-Colado, Stewart R. Clegg, Carl Rhodes & Martin Kornberger - 2006 - Journal of Business Ethics 64 (1):45 - 55.
    This paper examines ethics in organizations in relation to the subjectivity of managers. Drawing on the work of Michel Foucault we seek to theorize ethics in terms of the meaning of being a manager who is an active ethical subject. Such a manager is so in relation to the organizational structures and norms that govern the conduct of ethics. Our approach locates ethics in the relation between individual morality and organizationally prescribed principles assumed to guide personal action. In this way (...)
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  2.  91
    ‘If I Should Fall From Grace…’: Stories of Change and Organizational Ethics. [REVIEW]Carl Rhodes, Alison Pullen & Stewart R. Clegg - 2010 - Journal of Business Ethics 91 (4):535 - 551.
    Although studies in organizational storytelling have dealt extensively with the relationship between narrative, power and organizational change, little attention has been paid to the implications of this for ethics within organizations. This article addresses this by presenting an analysis of narrative and ethics as it relates to the practice of organizational downsizing. Drawing on Paul Ricoeur's theories of narrative and ethics, we analyze stories of organizational change reported by employees and managers in an organization that had undergone persistent downsizing. Our (...)
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  3.  8
    ‘The Ethics of Managerial Subjectivity’.Eduardo Ibarra-Colado, Stewart R. Clegg, Carl Rhodes & Martin Kornberger - 2006 - Journal of Business Ethics 64 (1):45-55.
    This paper examines ethics in organizations in relation to the subjectivity of managers. Drawing on the work of Michel Foucault we seek to theorize ethics in terms of the meaning of being a manager who is an active ethical subject. Such a manager is so in relation to the organizational structures and norms that govern the conduct of ethics. Our approach locates ethics in the relation between individual morality and organizationally prescribed principles assumed to guide personal action. In this way (...)
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  4.  22
    Management Ethics: Contemporary Contexts.Stewart Clegg & Carl Rhodes (eds.) - 2006 - Routledge.
    The purpose of this edited book is to provide new insight into the understanding of ethics as they relate to organization practice and managerial behavior in todays economy. It provides an overview and critique of ethics as it relates to key contemporary challenges and issues for organizations these include globalization, sustainability, consumerism, neo-liberalism, corporate collapses, leadership and corporate regulation. The book is organized around the core question: What are the ethics of organizing in todays institutional environment and what does this (...)
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  5.  34
    Normal Compassion: A Framework for Compassionate Decision Making.Ace Volkmann Simpson, Stewart Clegg & Tyrone Pitsis - 2014 - Journal of Business Ethics 119 (4):473-491.
    In this empirical paper, we present a model of the dynamic legitimizing processes involved in the receiving and giving of compassion. We focus on the idea of being ‘worthy of compassion’ and show how ideas on giving and receiving compassion are highly contestable. Recognition of a worthy recipient or giver of compassion constitutes a socially recognized claim to privilege, which has ethical managerial and organizational implications. We offer a model that assists managers in fostering ethical strength in their performance by (...)
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  6.  33
    Code of Ethics: A Stratified Vehicle for Compliance.Jennifer Adelstein & Stewart Clegg - 2016 - Journal of Business Ethics 138 (1):53-66.
    Ethical codes have been hailed as an explicit vehicle for achieving more sustainable and defensible organizational practice. Nonetheless, when legal compliance and corporate governance codes are conflated, codes can be used to define organizational interests ostentatiously by stipulating norms for employee ethics. Such codes have a largely cosmetic and insurance function, acting subtly and strategically to control organizational risk management and protection. In this paper, we conduct a genealogical discourse analysis of a representative code of ethics from an international corporation (...)
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  7.  18
    ‘If I Should Fall From Grace…’: Stories of Change and Organizational Ethics.Carl Rhodes, Alison Pullen & Stewart R. Clegg - 2010 - Journal of Business Ethics 91 (4):535-551.
    Although studies in organizational storytelling have dealt extensively with the relationship between narrative, power and organizational change, little attention has been paid to the implications of this for ethics within organizations. This article addresses this by presenting an analysis of narrative and ethics as it relates to the practice of organizational downsizing. Drawing on Paul Ricoeur’s theories of narrative and ethics, we analyze stories of organizational change reported by employees and managers in an organization that had undergone persistent downsizing. Our (...)
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  8.  44
    Leading and Following (Un)Ethically in Limen.Miguel Pina E. Cunha, Nuno Guimarães-Costa, Arménio Rego & Stewart R. Clegg - 2010 - Journal of Business Ethics 97 (2):189-206.
    We propose a liminality-based analysis of the process of ethical leadership/followership in organizations. A liminal view presents ethical leadership as a process taking place in organizational contexts that are often characterized by high levels of ambiguity, which render the usual rules and preferences dubious or inadequate. In these relational spaces, involving leaders, followers, and their context, old frames may be questioned and new ones introduced in an emergent way, through subtle processes whose evolution and implications may not be easy to (...)
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  9.  18
    Leading and Following (Un) Ethically in "Limen".Miguel Pina E. Cunha, Nuno Guimarães-Costa, Arménio Rego & Stewart R. Clegg - 2010 - Journal of Business Ethics 97 (2):189-206.
    We propose a liminality-based analysis of the process of ethical leadership/followership in organizations. A liminal view presents ethical leadership as a process taking place in organizational contexts that are often characterized by high levels of ambiguity, which render the usual rules and preferences dubious or inadequate. In these relational spaces, involving leaders, followers, and their context, old frames may be questioned and new ones introduced in an emergent way, through subtle processes whose evolution and implications may not be easy to (...)
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  10. The SAGE Handbook of Organization Studies.Stewart R. Clegg, Cynthia Hardy, Thomas B. Lawrence & Walter R. Nord (eds.) - 2006 - SAGE Publications Ltd..
    A decade on after it first published to international acclaim, the seminal Handbook of Organization Studies has been updated to capture exciting new developments in the field. Providing a retrospective and prospective overview of organization studies, this Handbook continues to challenge and inspire readers with its synthesis of knowledge and literature. As ever, contributions have been selected to reflect the diversity of the field. New chapters cover areas such as organizational change, knowledge management and organizational networks.
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  11. The Politics of Management Knowledge.Stewart R. Clegg & Gill Palmer - 1996 - SAGE Publications Limited.
    The notion that management knowledge is universal, culture-neutral, readily transferable to any country or situation, has come under mounting challenge. The Politics of Management Knowledge goes beyond such `broad-brush' assertions to explore in detail the relations between management knowledge, power and practice in a world where globalization highlights, rather than obscures, the locally specific character of many management recipes. The book recognizes the political nature of management knowledge as a discourse produced from, and reproducing, power processes within and between organizations. (...)
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  12.  63
    Obedience and Evil: From Milgram and Kampuchea to Normal Organizations. [REVIEW]Miguel Pina E. Cunha, Arménio Rego & Stewart R. Clegg - 2010 - Journal of Business Ethics 97 (2):291-309.
    Obedience: a simple term. Stanley Milgram, the famous experimental social psychologist, shocked the world with theory about it. Another man, Pol Pot, the infamous leader of the Khmer Rouge, showed how far the desire for obedience could go in human societies. Milgram conducted his experiments in the controlled environment of the US psychology laboratory of the 1960s. Pol Pot experimented with Utopia in the totalitarian Kampuchea of the 1970s. In this article, we discuss the process through which the Khmer Rouge (...)
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  13.  12
    Obedience and Evil: From Milgram and Kampuchea to Normal Organizations.Miguel Pina E. Cunha, Arménio Rego & Stewart R. Clegg - 2010 - Journal of Business Ethics 97 (2):291 - 309.
    Obedience: a simple term. Stanley Milgram, the famous experimental social psychologist, shocked the world with theory about it. Another man, Pol Pot, the infamous leader of the Khmer Rouge, showed how far the desire for obedience could go in human societies. Milgram conducted his experiments in the controlled environment of the US psychology laboratory of the 1960s. Pol Pot experimented with Utopia in the totalitarian Kampuchea of the 1970s. In this article, we discuss the process through which the Khmer Rouge (...)
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  14.  1
    Class, Politics and the Economy.Stewart Clegg, Paul Boreham & Geoff Dow - 2013 - Routledge.
    This study, first published in 1986, provides a systematic account of the processes and structure of class formation in the major advanced capitalist societies. The focus is on the organizational mechanisms of class cohesion and division, theoretically deriving from a neo-Marxian perspective. Chapters consider the organization and structure of the ‘corporate ruling class’, the middle class and the working class, and are brought together in an overarching analysis of the organization of class in relation to the state and the economy. (...)
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  15. Introduction : Questioning the Ethics of Management Practice.Stewart R. Clegg & Carl Rhodes - 2006 - In Stewart Clegg & Carl Rhodes (eds.), Management Ethics: Contemporary Contexts. Routledge.
     
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  16. Critical Issues in Organizations.Stewart Clegg & David Dunkerley - 2005 - In Christopher Grey & Hugh Willmott (eds.), Critical Management Studies: A Reader. Oxford University Press.
     
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  17.  5
    Obedience and Evil: From Milgram and Kampuchea to Normal Organizations.Miguel Pina E. Cunha, Arménio Rego & Stewart Clegg - 2010 - Journal of Business Ethics 97 (2):291-309.
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  18.  37
    Professional Closure.Wai-Fong Chua & Stewart Clegg - 1990 - Theory and Society 19 (2):135-172.
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  19. Against Antinomies: For a Post-Marxist Politics.Michael Emmison, Paul Boreham & Stewart Clegg - 1987 - Thesis Eleven 18 (1):124-142.
  20. From the Politics of Production to the Production of Politics.Geoff Dow, Stewart Clegg & Paul Boreham - 1984 - Thesis Eleven 9 (1):16-32.
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  21.  1
    Management and Organization Paradoxes.Stewart R. Clegg - 2002 - John Benjamins.
    Organization studies cannot avoid changing its conceptions of reality as that reality changes. In the future, organization studies will be the study of paradox, how to understand it, how to use it. In this book of original contributions addressed to management and organization paradoxes the authors address the new state of the field in terms of representations - representing paradoxes - and materialisations - materialising paradoxes. The themes - although varied, ranging from dialectics to internal tensions; from collaborations to ethics (...)
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  22.  5
    The Theory of Power and Organization.Stewart Clegg - 1981 - Ethics 91 (3):532-532.
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  23. Conclusion : Possible Ethics and Ethical Possibilities.Stewart R. Clegg & Carl Rhodes - 2006 - In Stewart Clegg & Carl Rhodes (eds.), Management Ethics: Contemporary Contexts. Routledge.
     
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  24.  1
    Involving, Countering, and Overlooking Stakeholder Networks in Soft Regulation: Case Study of a Small-to-Medium-Sized Enterprise’s Implementation of SA8000.Katerina Nicolopoulou, Stewart R. Clegg, Ashly H. Pinnington & Manal El Abboubi - 2022 - Business and Society 61 (6):1594-1630.
    To achieve effective stakeholder governance in the context of international social accountability certification requires constructing a network of agreement. In a case study of a small-to-medium-sized enterprise, we examine managers’ attempts at enrolling participants in the supply chain to investigate how they strive to engage these stakeholders. We adopt actor-network theory and sensemaking theory to develop a novel approach to understanding social accountability standards’ certification in stakeholder networks. We argue that the design and operation of any SA standard across a (...)
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  25.  34
    Power, Theorizing, and Nihilism.Stewart Clegg - 1976 - Theory and Society 3 (1):65-87.
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  26.  5
    Explaining Suicide in Organizations: Durkheim Revisited.Stewart Clegg, Miguel Pina E. Cunha & Arménio Rego - 2016 - Business and Society Review 121 (3):391-414.
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  27.  1
    Evolving Conceptions of Work-Family Boundaries: In Defense of The Family as Stakeholder.Miguel Pina E. Cunha, Remedios Hernández-Linares, Milton De Sousa, Stewart Clegg & Arménio Rego - 2022 - Humanistic Management Journal 7 (1):55-93.
    In the management and organization studies literature, a key question to explore and explain is that of the family as an organizational stakeholder, particularly when working-from-home became the “new normal”. Departing from meta-analytic studies on the work-family relation and connecting with scholarly conversation on work-family boundary dynamics, we identify three main narratives. In the separation narrative, work and family belong to different realms, and including the family in the domain of organizational responsibility is seen as pointless. The interdependence narrative stresses (...)
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  28.  4
    Theories of Power.Stewart Clegg - 2000 - Theory, Culture and Society 17 (6):139-147.
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  29.  2
    Collectivist Organization in Salvador, Bahia in Brazil1.Stewart Clegg - 2000 - In Stephen Linstead & Heather Höpfl (eds.), The Aesthetics of Organization. Sage Publications. pp. 246.
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