This synthesis of 5 prominent conflict management paradigms uses power differential as the single most contributing variable to their process and outcome of conflict. Efforts of scholars to integrate or synthesize conflict paradigms have been unsuccessful or clumsy by the scholars’ own assessments. The 5 selected paradigms represent an interdisciplinary set of normative and descriptive paradigms from different social contexts and intellectual frameworks. The 5 share the common traits of rival goals, three levels of socially (...) constructed power differential, and outcomes relative to the total value of the rival goal. An inverse relationship between power differential and the total value of conflict outcomes is supported by all 5 paradigms and empirical data. Explanatory metatheory is the methodology used for synthesis. An increase in power differential results in a decrease in total value of the rival goal. Power differential is constructed using Max Weber’s ideal-type method. The power differentials are abstracted from the paradigms themselves. Empirical work form secondary sources and case studies complete the analysis. (shrink)

Management is presently under intense scrutiny and criticism for its simplistic objective of enhancing shareholders’ wealth, and for lacking the ability of integrating plurality, inclusivity, and ethical conduct. Most western management principles are based on theoretically deducted cause-effect relationships, and on structured planning towards a single purpose, using relatively standardized frameworks, processes and ways of thinking. However, the complexities of management require cognition of interdependencies and the ability to deal with ambiguity, and thus needs a new paradigm (...) that moves away from the present reductionist doctrine towards an holistic framework that is adaptable and integrative. However, such a transformation requires a completely distinct ideology based on a heterodoxy that syncretises purpose-oriented approach with the present profit-oriented approach. This paper proposes that Hinduism is ideally positioned to offer such a heterodoxy. In Hinduism, the connotation for management is more a process of selection from amongst the myriad choices along multiple levels, based on inductive and supplemented by deductive logic, and mostly devoid of any absolutes or singularity in process. Under Hinduism's influence, the ‘Indian way’ is a hybrid of individualistic, collective and context sensitive ways of thinking, that sets it apart from other cultures, and thus is uniquely positioned to offer an alternative management paradigm for today’s world. This paper will present how the values and norms embedded in the philosophy and religious principles of Hinduism, evolved and continue to influence Indian management thinking and behaviour, and how the lessons from the ‘Indian way’ might contribute towards the development of an alternative management paradigm. (shrink)

In recent years organisational and management discourse has been akin to a battle-ground. Open challenges to the foundations of these fields and competing truth claims have arisen from the plurality of interpretation that is possible from the variety of new paradigms that has emerged. This proliferation of paradigms seems to undermine the possibility of a single unambiguous voice to guide management practice. The variety of competing voices that has produced this discordant chorus is described. The work (...) of Thomas Barr Greenfield offers a useful circuit breaker. What emerges is a discourse not anchored in rationality, as it has in the past, but anchored in values and a morally concerned scepticism. (shrink)

The purpose of the research is to clarify the current problems of education in terms of education management and to work out the ways of solving them within the framework of the humanistic paradigm, that is, “management for human education”, presenting these solutions as implementing the required model of teachers’ training. Methodology. The author implements the approaches of education anthropology, the basis for which was provided by monitoring in action, textual records and research letters, as well as general (...) philosophical methods. Scientific novelty of the research lies in the anthropological view of the education problems, including the sphere of management. The perspective of the modern situation under study, that is, the neoliberal and managerial context add to the degree of scientific novelty. Results. Different conceptions of education management are revealed and the corresponding management models are considered, the difference of which is explained by opposing the humanistic and managerial paradigms. In a number of problems of education management, beyond the usual ones that appear for the collectives of educational organizations, it became obvious that new problems have emerged due to introducing “new management”, which has a noticeable impact on the goals and values themselves, distorting “human education”. As a response required from management to the needs of education in line with the humanistic paradigm, a “synergetic model of management” and “democratic management of education” are proposed. Conclusions. On the basis of analyzing the problems and education management models required for education, the author draws conclusions for teachers’ training: highlights the ideas that make up its guidelines, and outlines possible approaches to the content and methods of teaching education managers and teachers in line with the model “Creative, autonomous, reflective teacher” corresponding to the humanistic paradigm. (shrink)

Currently, an increasing number of organizations are attempting to enhance inclusiveness of under represented individuals through proactive efforts to manage their diversity. In this article, we define diversity management against the backdrop of its predecessor, affirmative action. Next, selected examples of organizations that have experienced specific positive bottom line results from diversity management strategies are discussed. The present paper also provides a conceptual model to examine antecedents and consequences of effective diversity management. Additional research areas identified from (...) the model and literature review result in a number of research propositions intended to enhance the exploration and understanding of diversity management. (shrink)

The study adopted a systematic review approach to review the existing studies on the relationship between corporate social responsibility (CSR) and Earnings Management (EM). The aim of this study is to determine whether CSR is an effective tool to promote healthy relationships with stakeholders or CSR is used as an effective strategy by firm's mangers to hide out their involvement in (EM) practices. Results revealed that prior research on the CSR‐EM relationship is limited. The majority of the studies found (...) an inverse relationship between CSR and EM. Moreover, mixed results were reported because of the lack of sufficient theoretical support, inappropriate research designs, and varying approaches to measure CSR and EM. This study also synthesizes the various consistencies and inconsistencies in the existing literature of CSR‐EM and future research agenda. Policymakers should reward organizations that pursue CSR purely for social and environmental concerns and at the same time they should be vigilant for those which use CSR for shielding their EM practices. (shrink)

: The market success of managed health plans in the 1990s is bringing to medicine the easy availability of electronically stored information that is characteristic of the securities and consumer credit industries. Protection for medical confidentiality, however, has not kept pace with this information revolution. Employers, the managed care industry, and legal and ethics commentators frequently look to the concept of informed consent to justify particular uses of health information, but the elastic use of informed consent as a way of (...) responding to managed health plans' disclosure of information to third parties fails to address underlying questions involving substantive value choices. (shrink)

Uncertainty is a pervasive feature in natural resource management. Adaptive management, an approach that focuses on identifying critical uncertainties to be reduced via diagnostic management experiments, is one favored approach for tackling this reality. While adaptive management is identified as a key method in the environmental management toolbox, there remains a lack of clarity over when its use is appropriate or feasible. Its implementation is often viewed as suitable only in a limited set of circumstances. (...) Here we restructure some of the ideas supporting this view, and show why much of the pessimism around AM may be unwarranted. We present a new framework for deciding when AM is appropriate, feasible, and subsequently successful. We thus present a new paradigm for adaptive management that shows that there are no categorical limitations to its appropriate use, the boundaries of application being defined by problem conception and the resources available to managers. In doing so we also separate adaptive management as a management tool, from the burden of failures that result from the complex policy, social, and institutional environment within which management occurs. (shrink)

A survey of professional foresters in the northeastern United States was conducted to determine whether professional forest resource managers viewed forest ecosystem management and other "new" forestry language as representing practical constructs, and whether there is a difference between USDA Forest Service foresters and private-sector foresters in the degree to which they have applied "new" forestry. Results suggested that the forest management behaviors of most foresters in the region may be influenced more by traditional forestry concepts and language (...) than by "new" forestry. (shrink)

Following the seemingly endless debate over managed care liability, I cannot suppress thoughts of Yeats’s poem, “The Second Coming.” It is not the wellknown phrase, “Things fall apart; the centre cannot hold,” that comes to mind; although that could describe the feeling of a health-care system unraveling. The poem’s depiction of lost innocence — “The best lack all conviction, while the worst/Are full of passionate intensity” — does not allude to the legislature, the industry, the public, or the medical or (...) legal profession. What resonates is the poem’s evocation of humanity’s cyclical history of expectation and disappointment, with ideas as grand as justice and occupations as pedestrian as managed care. Writing in 1919, Yeats described the end of an era with images of war’s destructive forces. The poem expresses a universal desire for some miraculous rebirth or resolution of all problems: “Surely some revelation is at hand.” But instead, the brutish Sphinx-like creature emerges, possibly the Antichrist. New gods displace old gods in the cycle of civilization, and man must muddle on. (shrink)

Following the seemingly endless debate over managed care liability, I cannot suppress thoughts of Yeats’s poem, “The Second Coming.” It is not the wellknown phrase, “Things fall apart; the centre cannot hold,” that comes to mind; although that could describe the feeling of a health-care system unraveling. The poem’s depiction of lost innocence — “The best lack all conviction, while the worst/Are full of passionate intensity” — does not allude to the legislature, the industry, the public, or the medical or (...) legal profession. What resonates is the poem’s evocation of humanity’s cyclical history of expectation and disappointment, with ideas as grand as justice and occupations as pedestrian as managed care. Writing in 1919, Yeats described the end of an era with images of war’s destructive forces. The poem expresses a universal desire for some miraculous rebirth or resolution of all problems: “Surely some revelation is at hand.” But instead, the brutish Sphinx-like creature emerges, possibly the Antichrist. New gods displace old gods in the cycle of civilization, and man must muddle on. (shrink)

Management theory and practice are facing unprecedented challenges. The lack of sustainability, the increasing inequity, and the continuous decline in societal trust pose a threat to ‘business as usual’. Capitalism is at a crossroad and scholars, practitioners, and policy makers are called to rethink business strategy in light of major external changes. In the following, we review an alternative view of human beings that is based on a renewed Darwinian theory developed by Lawrence and Nohria. We label this alternative (...) view ‘humanistic’ and draw distinctions to current ‘economistic’ conceptions. We then develop the consequences that this humanistic view has for business organizations, examining business strategy, governance structures, leadership forms, and organizational culture. Afterward, we outline the influences of humanism on management in the past and the present, and suggest options for humanism to shape the future of management. In this manner, we will contribute to the discussion of alternative management paradigms that help solve the current crises. (shrink)

The Anthropocene is a radical reconceptualisation of the relationship between humanity and nature. It posits that we have entered a new geological epoch in which the human species is now the dominant Earth-shaping force, and it is rapidly gaining traction in both the natural and social sciences. This article critically explores the scientific representation of the concept and argues that the Anthropocene is less a scientific concept than the ideational underpinning for a particular worldview. It is paradigm dressed as epoch. (...) In particular, it normalises a certain portion of humanity as the ‘human’ of the Anthropocene, reinserting ‘man’ into nature only to re-elevate ‘him’ above it. This move promotes instrumental reason. It implies that humanity and its planet are in an exceptional state, explicitly invoking the idea of planetary management and legitimising major interventions into the workings of the earth, such as geoengineering. I conclude that the scientific origins of the term have diminished its radical potential, and ask whether the concept’s radical core can be retrieved. (shrink)

The importance of professional and/or practical ethics cannot be overstated in most occupations, especially in light of our contemporary, interconnected world. Within formal education, the management paradigm is shifting as a result of a continuing refocus on the moral and ethical dimensions of working and leading in schools. Although professional norms and personal qualities of the educator can be powerful in directing and informing work-related judgment and behavior, this book puts forth and expands upon the viability of a professional (...) ethic for education and educational administration and leadership in particular. The expansion of such an ethic for education has been underway, but in its current state could be viewed as underdeveloped or commonly misunderstood as obvious and simplistic. In this book, such an ethic for educational administration is presented, developed, and interrogated. This critical reader makes a strong argument for the legitimacy of a professional ethic for the field of education by drawing together a diverse collection of literature that explores, critically examines, and further develops a practical ethical paradigm for the field. (shrink)

The phenomenon of the social, economic, political, cultural, and spiritual activities of the Focolare Movement, implemented in the economy of communion businesses on the global scale for more than 20 years, inspired Biela to formulate the paradigm of unity concept to show its importance in the social sciences field. The author of this research paper has expanded Biela’s concept on the basis of the new paradigm theoretical analysis in the social sciences field, particularly in management sciences, and has conducted (...) an empirical investigation in 110 businesses of the economy of communion in 22 countries. The need of essential mental and cultural changes by the entrepreneurs, as well by the employees, in the management processes is presented in this paper according to the paradigm of unity. The necessity of these changes results from the fundamental assumptions of this same paradigm: from the new holistic look on the management process and interpersonal relationships between shareholders and stakeholders; from the personalistic treatment of each participant in the economic process; and from the role human, relational, and spiritual capitals play in the modern management. (shrink)

In a world facing multiple crises, our foundational institutions are failing to offer effective solutions. Drawing on the emerging consilience of knowledge, Michael Pirson debunks the fundamental yet outdated assumptions of human nature that guide twentieth-century management theory and practice - as captured in the 'economistic' paradigm - and instead provides an urgently needed conceptual and practical 'humanistic' framework, based on the protection of human dignity and the promotion of well-being. By outlining the science-based pillars of this innovative system, (...) Pirson provides a twenty first-century model for the responsible twenty first-century leader seeking sustainable ways to organize in a world of crisis. Highlighting relevant applications for research, practice, teaching and policy, this book is ideal for graduate students and professionals seeking to develop their understanding of responsible business, business ethics and corporate responsibility. (shrink)

A standard view would suggest that research is a neutral apolitical activity. It neutralizes external pressures by its fidelity to robust scientific methods. However, politics is an inevitable part of human knowledge. Our knowledge of the world is always mediated by human priorities. What matters is therefore a contested and political debate rather a neutral accumulation of factual data. How researchers manage this varies. Research paradigms are one way in which research engages with knowledge. They frame knowledge within epistemological (...) and ontological philosophies. In this paper, I will explore this view in relation to neo‐positivism, qualitative research, Foucault and critical realism. I will argue that if nursing knowledge is to be effective it needs to acknowledge the political, particularly in the context of neoliberalism. Healthcare systems are having to cope with a social world increasingly dominated by market fundamentalism, extreme levels of inequality and a rise in xenophobia. These forces are undermining the provision of ethically sound health care, misdirecting research practice and contributing to a discourse of dehumanization. These forces need to be challenged politically and I will argue that epistemologically diverse approaches, alongside a realist ontology can provide a way forward for nursing research. (shrink)

In the first months of the COVID-19 pandemic, we created and implemented from November 2020 to February 2021 a monthly educational pilot program of philosophical management of stress based on Science, Humanism and Epicurean Pragmatism, which was offered to employees of 26 municipalities in the Prefecture of Attica, Greece. The program named “Philosophical Distress Management Operation System” (Philo.Di.M.O.S.) is novel and unique in its kind, as it combines a certain Greek philosophical tradition (Epicurean) that concurs with modern scientific (...) knowledge. The program was designed to be implemented in a period of crisis; therefore, it used a fast-paced, easy to learn and practice philosophical approach to stress management, based on cognitive psychotherapy. The philosophical approach to stress management has the advantage that it can be offered to most people, regardless of age and educational level. The pilot program was effective in achieving its objectives, shown by statistical comparisons of the trainees’ responses to anonymous questionnaires before and after the month-long training. The successful Philo.Di.M.O.S. program, thus, based on a solid scientific and philosophical basis, offers a paradigm of stress management during crises and could be useful in Greece and internationally. (shrink)

. Many organizations continually search for new business models and ways to conduct business ethically, yet profitably. Kirk Cheyfitz (2003) proclaims that organizations should not waste time trying to create new business models because the rules of commerce never change. Instead of searching for new business models, organizations can improve business practices by looking at different paradigms or mental models for seeing how to build practices that lead to long-term success. The employment elements of wisdom as paradigms for (...) developing sound structures and practices that will encourage management behaviors that are ethical and lead to profitability. First, a theory of wisdom is developed. Then, the elements of wisdom are applied to the design of a general business structure and to refocusing some basic business practices. (shrink)

This Agenda 2050 piece is a call to action for management scholars to follow the lead of business associations, foundations, and businesses in studying and understanding the transformative change needed to bring about a more equitable and flourishing world for all living beings—including humans and other‐than‐humans. These entities advocate for a significant paradigm shift in how business is practiced as a way of responding to ‘polycrisis’—the interrelated set of civilization‐threatening crises that includes climate change, social inequality, and biodiversity loss. (...) Yet management scholars lag behind business discourse with issues of sustainability and ecological flourishing, adapting to the type of leadership needed for the future, and understanding the need for system change. We provide four keystone pathways to help scholars shape future discourse in business scholarship, practice, and curricula: 1) structural changes to management education, 2) piloting social impact, 3) development of regenerative business models, and 4) moral, legal, and financial cases for action. (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)

Quality of work life is generally associated with a series of objective organizational conditions and practices that enables employees of an organization to perceive that they are virtually safe, satisfied and have better chances of growth and development as individual human beings. QWL is nowadays drawing more attention globally as in modern society people spend about more than one-third of their lives at their workplace. Hence, the eminence and importance of QWL is unparalleled and unquestionable. This article first focuses on (...) the definitions of QWL, followed by various paradigms of QWL, which form the basic element of QWL in any organization: health and safety, employment security, job satisfaction, occupational stress, work environment, work–life balance and human relations. Finally, the article proposes some strategies to improve QWL in organizations that focus on different areas of organizational functions: employee participation, job design and work organization, workforce awareness and career guidance, inter-group relationships, role of HR managers, self-managing work teams, rewards, alternative work schedules and supportive organizational culture. It is argued that one needs to pay attention to improve all these functions and strike a balance among them to make QWL effective. (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)

This article discusses the implications of moral dissonance for managers, and how dissonance induced self justification can create an amplifying feedback loop and downward spiral of immoral behaviour. After addressing the nature of moral dissonance, including the difference between moral and hedonistic dissonance, the writer then focuses on dissonance reduction strategies available to managers such as rationalization, self affirmation, self justification, etc. It is noted that there is a considerable literature which views the organization as a potentially corrupting institution and (...) a source of acute levels of moral dissonance. A simplified process model linking immoral behaviour, dissonance and rationalization is mooted, and some recent theories which question traditional dissonance models, including the free choice paradigm (FCP), are considered. The writer concludes that in the light of the above mentioned critical theories, it may be assumed that the levels of moral dissonance, and the extent of rationalization/self justification amongst managers, are more a function of personality and situational factors than previously assumed. (shrink)

This article focuses on the question of whether Social Issues in Management (SIM) is a “field” and, if so, what kind, emphasizing specifically the recent literature on corporate social responsibility and performance (CSR/csp). Fields are defined in part by coherent bodies of knowledge that serve as guideposts for current research, and so the authors construct a simple model of CSR/csp scholarship, illustrating the relevant categories with representative publications. The authors conclude that SIM is a “low-paradigm” field but is not (...) recognized or accepted as a field by many scholars who write about CSR/csp from “outside” the field. This analysis points to the need for SIM scholars to continue to integrate useful ideas from other fields, and also to critique the work of scholars who address “failings” or “gaps” in SIM research without appropriately dealing with the existing SIM literature. The article concludes with some ideas for sustaining the institutional legitimacy of SIM and for challenging those who would “reinvent” a field with a long and fruitful history, including paying careful attention to journal review processes and the content of publications in prominent journals. (shrink)

Critical management studies (CMS) has emerged as an influential paradigm for organization and management researchers in the last three decades. While various strands of CMS have been adopted to conceptualize or empirically investigate a myriad of organizational phenomena, researchers in the field have yet to substantively apply this paradigm to the study of business ethics. This is unfortunate inasmuch as CMS potentially offers important analytical tools from which to address a range of germane issues pertaining to business ethics. (...) As such, the aim of this article is to broadly introduce CMS to the business ethics scholarly community, underscoring particularly its central ontological and epistemological commitments. This article further identifies several important CMS-inflected research trajectories that scholars may pursue to explore pressing questions related to business ethics. In sum, the authors underscore the utility of CMS to the study business ethics and call for increased inquiry in this intersectional domain. (shrink)

In “Risk Based Passenger Screening in Aviation Security: Implications and Variants of a New Paradigm”, Sebastian Weydner-Volkmann describes the current paradigm shift from ‘traditional’ forms of screening to ‘risk based passenger screening’ (RBS) in aviation security. This paradigm shift is put in the context of the wider historical development of risk management approaches. Through a discussion of Michel Foucault, Herfried Münkler and Ulrich Beck, Weydner-Volkmann analyses the shortcomings of such approaches in public security policies, which become especially evident in (...) the aviation security context. As he shows, the turn towards methods of RBS can be seen as an attempt to address a trade-off ‘trilemma’ between the effective provision of security, the implied costs for industry and passengers, and the ethical, legal and societal implications of the screening procedures. In order to analyse foreseeable outcomes of embracing RBS, he differentiates three prototypical variants of the new paradigm on the basis of their main referent and rationale. For each variant, he then subsequently assesses the implications for the ‘trilemma’, after having unveiled the criteria of analysis that will necessarily have to be followed within a serious appraisal of RBS methods. (shrink)

Clinical bioethics is big business. There are now hundreds of people who bioethics in community and university hospitals, nursing homes, rehabilitation and home care settings, and some who play the role of clinical ethics consultant to transplant teams, managed care companies, and genetic testing firms. Still, there is as much speculation about what clinically active bioethicists actually do as there was ten years ago. Various commentators have pondered the need for training standards, credentials, exams, and malpractice insurance for ethicists engaged (...) in clinical consultation. Much of the discussion seems to accept an implicit presumption that all clinical ethics consultation practices look pretty much alike. But is this accurate? What do clinical ethicists do, how and where do they do it, and what kind of clinical ethics is useful in the hospital and in other settings? (shrink)

This paper addresses representations of Burns and Stalker’s theory that arose soon after its publication in The Management of Innovation in 1961. Different conceptions of Burns and Stalker’s contingency theory as portrayed in organisation and management texts are discussed. It will be argued that what has been represented as their theory stems in the main from ideas based on different positions within the spectrum of the positivistic, functionalist ‘paradigm’.

This paper provides a paradigm for evaluating the factors that affect the development of a global code of ethics in marketing. Based on a review of the literature pertaining to global codes of ethics, we examined the potential for the development and acceptance of a universal code of ethics in the international marketing arena. Towards that end, we suggest that any global code of ethics in marketing should consider two levels – normative guidelines and specific behaviors. A discussion detailing the (...) factors that can impede the development of such a two-tiered code is included as well. Those factors being moral reasoning, organizational ethical climate, level of economic development and cultural dimensions. Finally, the feasibility and the possible outcomes of a global code of ethics in marketing is examined. (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)

Humanistic management is emerging as a response to the economistic paradigm prevalent in today’s business schools, corporations, and society. There are many compelling reasons why the economistic paradigm is becoming obsolete, and even dangerous, for business if it is to become an agent of world benefit. The purpose of this article is not to explain these reasons but rather to situate the transition to humanistic management in the context of multiple worldviews. We propose an historical sequence of worldviews (...) each with its own paradigmatic assumptions about what it means to be human and the nature of the world. We draw on converging insights between new science and ancient spiritual traditions to outline an emerging quantum worldview. We further submit that integrating elements of the quantum worldview into humanistic management strengthens it in ways that are essential to humankind’s ability to shift to full-spectrum flourishing, defined as a world in which people and all life thrive now and across future generations. (shrink)

Problems surrounding representations of texts have previously been raised and discussed, as has the difficulty, in the light of hermeneutic, critical and post-structuralist writers, of arriving at definitive meanings of texts. This paper is part of ongoing research into the problem of evaluating the representation of original texts in the organisation/management area. The texts in question are Burns and Stalker’s The Management of Innovation 1961, 1966, and to a lesser degree Lawrence and Lorsch’s Organization and Environment 1967. The (...) representations are those in three widely used textbooks typical of many, and applications in management accounting research. A way round this apparent impasse may be to see whether there are any ‘objective’ or commonly accepted standards and criteria within a particular system of thought, assuming that the texts in question are all located within the same system. These texts will be explored in terms of the paradigmatic boundaries they encompass to see whether the same kinds of problems and solutions are presented, and whether they ultimately lie within the same boundaries. Finally, having argued that they are largely located in different paradigms, the underlying question is raised as to whether one paradigm can be an adequate vehicle for the transmission of a text substantially in another. (shrink)

Ranchers and pastoralists worldwide manage and depend upon resources from rangelands across Earth’s terrestrial surface. In the Great Plains of North America rangeland ecology has increasingly recognized the importance of managing rangeland vegetation heterogeneity to address conservation and production goals. This paradigm, however, has limited application for ranchers as they manage extensive beef production operations under high levels of social-ecological complexity and uncertainty. We draw on the ethics of care theoretical framework to explore how ranchers choose management actions. We (...) used modified grounded theory analysis of repeated interviews with ranchers to compare rancher decision-making under relatively certain and uncertain conditions and describe a typology of practices used to prioritize and choose management actions that maintain effective stewardship of these often multi-generational ranches. We contrast traditional decision-making frameworks with those described by interviewees when high levels of environmental and market uncertainty or ecological complexity led ranchers toward use of care-based, flexible and relational frameworks for decision-making. Ranchers facing complexity and uncertainty often sought “middle-ground” strategies to balance multiple, conflicting responsibilities in rangeland social-ecological systems. For example, ranchers’ care-based decision-making leads to conservative stocking approaches to “manage for the middle,” e.g. to limit risk under uncertain weather and forage availability conditions. Efforts to promote heterogeneity-based rangeland management for biodiversity conservation through the restoration of patch burn grazing and prairie dog conservation will require increased valuation of ranchers’ care work. (shrink)

Since the 1980s, two different paradigms have reshaped industrial societies: the Neoliberal paradigm and a Research and Innovation paradigm. Both have been conceptualized and translated into strong policies with massive economic and social consequences. They provide divergent responses to the environmental transition. The Neoliberal paradigm is based on economic models and geopolitical solutions. The Research and Innovation paradigm's goal is to manage knowledge differently in order to reorient the evolution of society. Since the mid-1990s, a version of the Research (...) and Innovation paradigm has led to the design of large-scale research and innovation policies. This book examines how these policies have evolved and how they can be extended and reformed to respond to present and future environmental constraints. It studies the transformation of the conception, organization and role of science and technology in the evolution of industrial societies and explores the future of these developments. The book offers three unique lines of enquiry. The first is to focus not specifically on economics, sociology, political science or history, but on knowledge creation from an institutional and reflexive point of view. The second is to establish a convergence between the British school of science and technology studies and the research trends opened by the work of Michel Foucault. Both introduced trans-disciplinary and policy-oriented research associating case studies, long-term perspectives and theory. The third is to consider climate change as the overwhelming challenge of our time. The book is an insightful guide for students, scholars and researchers across the humanities and social sciences, including philosophy, political science, law, economics, business and media. (shrink)

It is widely recognized that endocrine disrupting compounds, such as Bisphenol A, pose challenges for traditional paradigms in toxicology, insofar as these substances appear to have a wider range of low-dose effects than previously recognized. These compounds also pose challenges for ethics and policymaking. When a chemical does not have significant low-dose effects, regulators can allow it to be introduced into commerce or the environment, provided that procedures and rules are in place to keep exposures below an acceptable level. (...) This option allows society to maximize the benefits from the use of the chemical while minimizing risks to human health or the environment, and it represents a compromise between competing values. When it is not possible to establish acceptable exposure levels for chemicals that pose significant health or environmental risks, the most reasonable options for risk management may be to enact either partial or complete bans on their use. These options create greater moral conflict than other risk management strategies, leaving policymakers difficult choices between competing values. (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)

in the present work we analyze the new concepts and theories related to the activity of Design Management, which focus on the experiences of people and the particular characteristics of each one of them. Specifically, from an Industrial Design perspective, the scope and relationships between these conceptual definitions —now made visible— that always belonged to the field of design of the discipline will be studied, trying to identify how they influence innovation and product development. Finally, it will conclude about (...) its strategic relevance for public and private organizations, and the incorporation to the set of professional activitie. (shrink)

Why has responsible management been so difficult and why is the chorus of stakeholders demanding such responsibility getting louder? We argue that management learning has been framed within the narrative of economism. As such, we argue that managers need to be aware of the paradigmatic frame of the dominant economistic narrative and learn to transcend it. We also argue that for true managerial responsibility, an alternative humanistic narrative is more fit for purpose. This humanistic narrative is based on (...) epistemological metaphors and ontological insights that integrate the latest insights from evolutionists suggesting that humans only survived by being responsible. This understanding has consequences for responsible management learning in that it focuses on dignity literacy, balance orientation, as well as creativity and innovation for the common good. We argue that managerial learning within a humanistic paradigm is more likely to lead to ethical and sustainable business conduct. (shrink)

No social life is possible without order. Order being the most constituent element of society, it is not surprising that so many theories have been developed to explain what social order is and how it is possible, as well as to explore the features that social order acquires in its different dimensions. The book leads these many theories of social order back to a few main matrices for the use of theoretical and practical reason, which are defined as 'paradigms (...) of order'. The plurality of conceptual constructs regarding social order is therefore reduced to a manageable number of theoretical patterns and an intellectual map is produced in which the most significant differences between paradigms are clearly outlined. Furthermore, the 'paradigmatic revolutions' are addressed that marked the most relevant turning points in the way in which a 'well-ordered society' should be understood. Against this background, the question is discussed on the theoretical and practical perspectives for a cosmopolitan society as the only suitable possibility to meet the global challenges with which we are all presently confronted. (shrink)

InThe Moral Dimension, Amitai Etzioni critiques the neoclassical economic paradigm (NEP), a model built upon ethical egoism and which equates rationality (the logical/empirical domain) with the maximization of preferences by self-interested economic units. Etzioni finds the NEP’s exclusion of the moral/affective domain to be a glaring failure and, because of this omission, he claims that the economic model is not capable of achieving its design functions: prediction and explanation. Etzioni introduces a socio-economic model, the I & We paradigm, in which (...) the moral/affective encapsulates the logical/empirical. Further elaboration and testing of this model remains to be undertaken. We find it to hold more promise than its neoclassical economic rival, and we explicate its value for the modern manager. (shrink)

The decline of empirical research on ethical decision-making based on ethical theories might imply a tacit consensus has been reached. However, the exclusion of virtue ethics, one of the three main normative ethical theories, from this stream of literature calls this potential consensus into question. This article investigates the role of all three normative ethical theories—deontology, utilitarianism and virtue ethics—in ethical decision-making of corporate executives. It uses virtue ethics as a dependent variable thus studying the interconnectivity of all three normative (...) ethical theories in specific circumstances. We find that managers use different ethical theories in different circumstances (business vs. private life, formal vs informal ethical leadership, etc.). A predictive model of ethical decision-making, however, cannot be established. We also find that only a limited number of variables influence the choice of ethical theory, which leans business ethics towards postmodern management paradigm. We suggest that moral pragmatism could provide the answer to ethical decision-making. (shrink)

InThe Moral Dimension, Amitai Etzioni critiques the neoclassical economic paradigm (NEP), a model built upon ethical egoism and which equates rationality (the logical/empirical domain) with the maximization of preferences by self-interested economic units. Etzioni finds the NEP’s exclusion of the moral/affective domain to be a glaring failure and, because of this omission, he claims that the economic model is not capable of achieving its design functions: prediction and explanation. Etzioni introduces a socio-economic model, the I & We paradigm, in which (...) the moral/affective encapsulates the logical/empirical. Further elaboration and testing of this model remains to be undertaken. We find it to hold more promise than its neoclassical economic rival, and we explicate its value for the modern manager. (shrink)

The bioethics literature on managed care has devoted significant attention to a broad range of conflicts that managed care is perceived to have introduced into the practice of medicine. In the first part of this paper we discuss three kinds of conflict of interest: conflicts of economic incentives, conflicts with patient and physician autonomy, and conflicts with the fiduciary character of the physician–patient relationship. We argue that the conflicts are either not as serious as they are often alleged to be (...) or not unique to managed care. In part two we argue that managed care represents a new paradigm for medical care that features a new concept of management. We discuss three types or levels of management that managed care highlights, namely, administrative, clinical, and resource, which together offer a more sophisticated vantage point from which to assess patient care. We do not endorse managed care, but attempt to highlight some of the positive changes brought by managed care that were difficult to attain under traditional reimbursement systems. (shrink)