There is an evident lack of rigorous frameworks for making sense of the role and status of spirituality and religion in organizations and organizing, in particular from the perspective of spiritual philosophies of the social. This paper suggests that the philosophy of Plato and his modern follower, political theorist Eric Voegelin could offer a viable perspective for understanding organizational spirituality in its metaphysical, political and ethical contexts. Essential for such a philosophical reflection is the postulation of the transcendental realm as (...) the ultimate reality that provides the fullest templates for order, knowledge and ethicality. It is argued, in the footsteps of Voegelin, that modern organizations and modern organization theory should seek to re-awaken the lost experiences of the divine Beyond by re-animating religious symbols and myths of transcendence as devices for a spiritually opened consciousness. (shrink)

Within contemporary discussions on organizational wisdom, management scholars frequently turn to Aristotle’s work to conceptualize wisdom as phronesis, or practical wisdom. Contrary to the prevailing view, this paper argues that Aristotle did not propose an exclusively practical or particularistic conception of wisdom but, instead acknowledged that wisdom broadly conceived consists of two types of intellectual virtue: theoretical wisdom and practical wisdom. Aristotle’s ultimate position regarding the relations between sophia and phronesis has remained, however, ambiguous, giving rise to different interpretations, and, (...) more substantively, to the major appropriations of Aquinas, Heidegger and Gadamer. An analysis of the philosophical underpinnings of exemplary contributions to management wisdom suggests that research has predominantly applied Heideggerian and Gadamerian understandings of Aristotelian wisdom, while an Aquinian interpretation is largely absent in contemporary elaborations. Interpreting the Aristotelian notion of wisdom as dedicated purely to practical phronesis narrows the discussion on the nature of wisdom within an Aristotelian framework in ways that do not give full credit to the breadth and complexity of Aristotle’s thought. (shrink)

We need to reflect upon the historical origins of organizing that extend far further than people usually think. This reflection must be critical and open to alternative histories and explanations. Origins of Organizing does just that. This book offers fascinating insights not only for those interested in organization and management history or critically oriented management and organizational studies, but for anyone engaged with organization theory or management practice, seeking for a deeper understanding of what organizing is all about. This is (...) because the book is compiled and written in a reflexive manner that does not offer one truth but a number of perspectives that help to enrich our understanding of organizing and its various origins.'"-- Eero Vaara, Aalto University School of Business, Finland. (shrink)

The extent of harm and suffering caused by the coronavirus pandemic has prompted a debate about whether the epidemic could have been contained, had the gravity of the crisis been predicted earlier. In this paper, the philosophical debate on predictive reasoning is framed by Hume’s problem of induction. Hume argued that it is rationally unjustified to move from the finite observations of past incidences to the predictions of future events. Philosophy has offered two major responses to the problem of induction: (...) the pragmatic induction of Peirce and the critical rationalism of Popper. It is argued that of these two, Popper’s critical rationalism provides a more potent tool for preparing for unanticipated events such as the Covid-19 pandemic. Popper’s notion of risky predictions equips strategic foresight with clear hypotheticals regarding potential crisis scenarios. Peirce’s pragmatic induction, instead, leans on probabilities that are slower to be amended as unexpected events start unfolding. The difference between the two approaches is demonstrated through a case study of the patterns of reasoning within the World Health Organization in the early stages of the coronavirus pandemic. (shrink)