Despite the rising interest in environmental strategies, few studies have examined how managerial cognition of such strategies influences actual innovation capability development. Taking a managerial cognition perspective, this study investigates how managers’ perceptions of institutional pressures relate to their focus on proactive environmental strategy, which in turn affects firms’ realized innovation capability. The findings from a primary survey and three secondary datasets of publicly listed companies in China reveal that managers’ perceived business and social pressures are (...) positively associated with their focus on proactive environmental strategy, which consequently fosters innovation capability development. Moreover, state ownership and government administrative control weaken the impact of managerial focus on proactive environmental strategy on innovation capability. These findings have important implications for how managerial cognition supports environmental strategy and organizational capability building under the influence of institutional pressures and government intervention. (shrink)

This study examines whether truth-telling in the form of honest reporting is associated with cognitive moral development. Conventional agency theory assumes that people are self-interested and willing to tell a lie to increase their personal payoffs, while recent empirical evidence shows that some people give up monetary rewards to tell the truth. The social psychology literature suggests that cognitive moral development influences individuals’ ethical decisions. We carried out an experiment whereby participants submitted managerial reports in which truth-telling decreased their (...) monetary payoff. Despite the fact that their decisions were not subject to monitoring, auditing, or reputation effects, some participants reported honestly or partially honestly. We find the relationship between honest reporting and cognitive moral development to be both positive and linear. Compared with those at lower stages of cognitive moral development, participants at higher stages of cognitive moral development were more likely to submit an honest report and give up potential monetary gains from lying. We further examine the economic impact of honest reporting on the firm’s profit. With the assumption of self-interest and profit maximization, Antle and Eppen suggest that a contract with a hurdle-rate feature reduces managers’ information rent. We find that in comparison with the expected outcome of a hurdle contract, the firm can yield higher profits with a trust contract by hiring managers with a P-score higher than 16.67. (shrink)

How do affect and cognition interact in managerial decision making? Over the last decades, scholars have investigated how managers make decisions. However, what remains largely unknown is the interplay of affective states and cognition during the decision-making process. We offer a systematization of the contributions produced on the role of affect and cognition in managerial decision making by considering the recent cross-fertilization of management studies with the neuroscience domain. We implement a Systematic Literature Review of (...) 23 selected contributions dealing with the role of affect and cognition in managerial decisions that adopted neuroscience techniques/points of view. Collected papers have been analyzed by considering the so-called reflexive (X-) and reflective (C-) systems in social cognitive neuroscience and the type of decisions investigated in the literature. Results obtained help to support an emerging “unified” mind processing theory for which the two systems of our mind are not in conflict and for which affective states have a driving role toward cognition. A research agenda for future studies is provided to scholars who are interested in advancing the investigation of affect and cognition in managerial decision making, also through neuroscience techniques – with the consideration that these works should be at the service of the behavioral strategy field. (shrink)

AbstractClimate change is a complex, multilevel challenge with implications of failure unimaginable for current and future generations. However, despite the Paris Agreement supporting the imperative for action in an atmosphere of scientific consensus, organisations are failing to take the decisive action required. We argue that this lack of organisational action needs to be addressed by examining the cognitive foundations of managerial decisions on climate change and sustainability. A systematic review of research on cognition, sensemaking and managerial interpretation (...) where it is linked to climate change or sustainability is presented within this article. The results detail a multilevel analysis highlighting key themes and the core concepts from the literature including factors shaping the cognitive process, to elucidate reasons for inaction and potential for promoting change. Through this research, an integrated model is presented demonstrating the interaction of factors, cognitive processes and outcomes. Based on this analysis, potential reasons for inaction are proposed and countered by three potential solutions linked to leadership, social norms and structural reform. (shrink)

This paper explores the relationship of various trait emotions to the ethical choices of 189 college students who completed a managerial decision-making task as part of an in-basket exercise in a laboratory setting. Prior research regarding emotion influences on ethical decision-making and linkages between emotions and cognition informed hypotheses about how different types of emotions impact ethical choices. Findings supported our expectations that positive and negative emotions classified as active would be more strongly related to interpersonally-directed ethical choices (...) than to organizationally-directed ones, and that passive emotions would be less related to ethical choices than active emotions. Implications for ethical decision-making research and organizational practices are discussed. (shrink)

While commentators have long decried managerial short-termism, the deleterious effects of managerial short-termism on corporate social performance (CSP), and how to ameliorate those negative effects, remain underexplored. Specifically, due to the difficulty of unobtrusively measuring what is fundamentally a cognition in managers, empirical evidence at the organizational level of managerial short-termism’s effect on CSP is relatively sparse. Here, we measure managerial short-termism by content analyzing firms’ publicly filed annual reports (10-Ks). Using a combined dataset for (...) 1,665 U.S. firms for the period 2000–2012, we show that managerial short-termism is negatively associated with CSP. However, we also show that this effect can be reduced through increased external monitoring by important stakeholders who value CSP. Specifically, we show that increasing dedicated institutional ownership and increasing analyst coverage both decrease the negative effect of managerial short-termism on CSP. We contribute to theory by predicting and showing the negative effect of managerial short-termism on CSP, and how external monitoring can reduce its deleterious effects. We contribute to practice by showing how this managerial cognition can be identified, and how its negative effects can be ameliorated, at the organizational level. (shrink)

This article concerns itself with the relationship between implicit moral cognitions and decisions in the realm of business ethics. Traditionally, business ethics research emphasized the effects of overt or explicit attitudes on ethical decision-making and neglected intuitive or implicit attitudes. Therefore, based on an implicit social cognition approach it is important to know whether implicit moral attitudes may have a substantial impact on managerial ethical decision-making processes. To test this thesis, a study with 50 participants was conducted. In (...) this study the participants were asked to work on a deliberative managerial ethical decision-making task, in which they had to decide on one of two options. Implicit moral attitudes towards the two options were measured using the implicit association test (IAT). A semantic differential scale was used to diagnose explicit moral attitudes towards the two options. Each step taken within the deliberative decision-making process, as well the decision itself, was assessed using a scoring model-based decision analysis and a decision-making questionnaire. The results of this study show that implicit moral attitude has a great influence on the deliberative ethical decision-making process. The derived conclusion is that complex and deliberative decision-making processes in the context of business ethics can be affected by implicit social cognitions such as implicit moral attitudes. (shrink)

This study examines the direct impact of three dimensions of the institutional environment on managerial attitudes toward the natural environment and the direct influence of the latter on the environmental sustainability orientation (ESO) of small firms. We contend that when the institutional environment is perceived by owner–managers as supportive of sound natural environment management practices, they are more likely to develop a positive attitude toward natural environment issues and concerns. Such owner–manager attitudes are likely to lead to a positive (...) and proactive orientation of their firms toward environmental sustainability. The study uses survey data from 166 small manufacturing firms located in three Philippine cities. First, the study develops and tests the measurement models to examine the validity of the constructs representing the firm’s institutional environment, managerial attitudes toward the natural environment and the ESO of firms. Second, the study develops and tests the structural models examining the institutional environment–managerial attitudes–ESO linkages. Multi-sample invariance structural model analysis shows the mediating role of managerial attitudes in the institutional environment–ESO nexus. The findings show that ESO is a construct comprising three dimensions: knowledge of environmental issues, sustainable practices and commitment toward environmental sustainability. The cognitive, regulatory and normative elements of the institutional environment are strongly linked to positive managerial attitudes toward environmental sustainability, which in turn, positively influences the firm’s overall ESO. Managerial attitudes play a mediating role in the institutional environment–ESO linkages. The managerial, practical, research and policy implications of the research findings are discussed. (shrink)

This study uses judgment and decision-making (JDM) perspective with the help of framing and schema literature from cognitive psychology to evaluate how managers behave when problems with unethical overtones are presented to them in a managerial frame rather than an ethical frame. In the proposed managerial model, moral judgment of the situation is one of the inputs to managerial judgment, among several other inputs regarding costs and benefits of various alternatives. Managerial judgment results in managerial (...) intent leading to managerial action. The model and the effects of taking an ethics course on ethical and managerial judgment and managerial intent were then indirectly tested in this study, wherein subjects judged the ethical wrongness, managerial badness, and the managerial intent regarding decisions made in a case. Forty-nine MBA students analyzed a case involving budget-based bonuses and production, in which the ethical issue evolved over three stages. It appears from the Path-analysis results that managerial judgment mediated between moral judgment and the judgment of managerial intent as suggested by the proposed model, and that taking an ethics course directly affected managerial judgment but did not affect the moral judgment. Additionally, in the first stage of decision-making (early stage of a developing “ethical slippery slope”), moral judgment did not significantly influence managerial judgment. However, students with ethics course still were more inclined to judge the decision as managerially bad as compared to others, indicating that they were more aware or sensitive to the moral issues involved. (shrink)

Le discours managérial constitue un véritable genre et représente une catégorie particulière au sein des énoncés performatifs. L’objectif annoncé de présentation des orientations stratégiques et de dynamisation des équipes s’accompagne d’une mise en scène particulière qui constitue une des conditions de sa félicité, de son accomplissement. Le contexte d’internationalisation et d’interdépendance dans lequel se déroule l’activité des entreprises renforce la stéréotypie de ce langage qui mobilise un format, un vocabulaire et une syntaxe particulière marqués par l’anglicisme et l’asyncticité. Destiné à (...) unifier et à galvaniser les équipes, ce langage est porteur de signes de pouvoir et de distinction, il exclut plus qu’il n’inclut, génère la perplexité et le désarroi et s’inscrit dans une stratégie du flou qui semble être le seul mode contemporain de l’avenir économique. Circulant à l’envi dans la communauté internationale et de la finance qu’il unifie à sa manière, il a une force incantatoire sur la scène financière et médiatique mais un impact paradoxal sur le travail quotidien des hommes et des femmes. Langage de la spéculation et de l’anticipation, il est plus proche des discours de la performance que des énoncés performatifs.Managerial language is a genre in itself and makes up a particular category of performative speech. The stated objective when presenting strategic goals or team building strategies is always dressed up in a particular way that will determine its aptness and success. The context of internationalisation and interdependence in which business activities take place reinforces a stereotype of management-speak, based on a particular format, vocabulary and grammar permeated by anglicisms and lack of syntax. Aimed at unifying and galvanising business teams, « corpu-speak » conveys a sense of power and distinctiveness, suggests exclusiveness rather than inclusiveness, generates bewilderment and anxiety and is very much at one with the strategy of obfuscation that seems to be the sole contemporary register where the economic future is concerned. Circulating freely within the international and finance community and uniting it as it goes, it acts with the hypnotic effect of incantation on the financial and media scene but has a paradoxical impact on the daily working lives of men and women. As the language of speculation and anticipation, it is more akin to performance discourse than to performative speech. (shrink)

There is growing interest in the positive organizational literature in the complex interplay between the positive and negative facets of organizations, individuals, and situations. The concept of courage provides fertile ground to study this interplay, since it is generally understood to be a positive quality that is manifested in challenging situations. The empirical study presented here looks at courage in a strategic decision-making context and takes an interpretive perspective; it focuses on the cognitive structures and subjective understandings of managers and (...) administrators involved in merger projects as a way to understand the dynamics surrounding managerial courage. Our study makes several contributions: it shows that managers consider courage to have a moral dimension, e.g., to be a positive and ethical response to a risky or difficult situation in which there is an interplay between organizational and personal interests; it identifies two kinds of managerial moral courage; it proposes a conceptual model with which to understand how evaluations of what is courageous and what is not are made; and finally, it offers four schemas developed from the data that add to our understanding of moral courage in management. (shrink)

This study presents the results of an empirical analysis of the relationship between managerial thinking style and ethical decision-making. Data from 200 managers across multiple organizations and industries demonstrated that managers predominantly adopt a utilitarian perspective when forming ethical intent across a series of business ethics vignettes. Consistent with expectations, managers utilizing a balanced linear/nonlinear thinking style demonstrated a greater overall willingness to provide ethical decisions across ethics vignettes compared to managers with a predominantly linear thinking style. However, results (...) comparing the ethical decision-making of balanced thinking managers and nonlinear thinking managers were generally inconsistent across the ethics vignettes. Unexpectedly, managers utilizing a balanced linear/nonlinear thinking style were least likely to adopt an act utilitarian rationale for ethical decision-making across the vignettes, suggesting that balanced thinkers may be more likely to produce ethical decisions by considering a wider range of alternatives and ruling out those that are justified solely on the basis of their outcomes. Implications are discussed for future research and practice related to management education and development, and ethical decision-making theory. (shrink)

How can we manage knowledge, human and intellectual resources, cognitive and behavioral dynamics at their best within the corporations? The main challenge is to use the missing knowledge, often incomplete and contradictory, owned by a single man and globally not available to anyone.

How impartial are managerial decisions? This question is particularly concerning when it comes to making green investment decisions in the face of stakeholder pressures. When managers respond to stakeholder pressures, their personal cognition, judgment, and past experiences play a role in determining their responses. The salience of particular stakeholder claims may be determined by deeply rooted individual preferences. This research investigates how a manager’s past experiences can influence green investments. Data are gathered from 247 managers about their past (...) experience and their employer’s performance data. These data are combined with managerial responses to a vignette-based experiment, which required managers to make green investments based on a decision scenario where they are exposed to different types and strength of stakeholder pressure. Results suggest that managers’ years of experience, their employers’ financial performance, and their employers’ market performance influence investment decisions even when making decisions under new and different set of circumstances. While the employers’ financial performance influences managers to invest more, the employers’ market performance only influences managers’ investment in the presence of either high consumer or high community pressure. Compared to less-experienced managers, experienced managers invest more in response to consumer pressure but less in response to community pressure. Practical and theoretical implications of these findings in green management are explored. (shrink)

Values theory posits that individuals have values and they are formed by upbringing and life’s experiences and influence an individuals’ cognitive processes, decisions, and behavior. Emerging onto the business scene is a new population group, the Millennials. This research seeks to explore Millennials’ values from the viewpoint of their personal value orientation. Managerial PVO from the 1980s and 2010s are used as comparative populations. The Millennials’ PVO is generally consistent with managerial PVO from past research. They tend toward (...) a Personal, rather than Social, and Competence, rather than Moral, value orientation. Yet, some subtle differences emerged. Millennials are more self-focused and less other-focused than managers from the 1980s or 2010s. They emphasize competency skills more than today’s managers but less than the managers of the 1980s and place more worth on moral values than managers of the 1980s but less than today’s managers. (shrink)

This paper surveys future managers’ cognitive framings of interconnected concerns for economic growth, social prosperity, and the natural environment across six countries in Latin America, and elaborates on implications for sustainability management education. Our cluster analysis unveils three cognitive types. Our findings show that whereas some future managers exhibit a ‘business case’ cognitive frame, prioritizing economic growth over the environment, the other two clusters of participants show signs of cognitive dissonance with some of the tenets of the current growth paradigm (...) while still not neatly fitting the definition of a paradoxical cognitive frame. In particular, individuals within the latter two groups do not visualize links among economic, social, and environmental dimensions that make up sustainable development. Following calls to enhance our understanding of sustainability micro-foundations, our study offers a more nuanced picture of the cognitive plurality beyond dichotomous characterizations of managerial cognitive frames as either business case or paradoxical. Moreover, results elucidate the cultural mediation that operates in the reproduction of business stances vis-à-vis nature, opening up possibilities for management education programs to engage with cognitive plurality to effect paradigmatic change. (shrink)

Abstract:We examine the moral and managerial significance of some empirical studies in cognitive psychology. We suggest that these results may plausibly be interpreted as expressing deontological commitments of experimental subjects, even though psychologists who discuss the results seem to suppose that they show that people are irrational consequentialists. We argue that the plausibility of our interpretation suggests how managers who wish to take seriously entrenched social views on morality might best craft corporate policy on corporate responsibility, and we suggest (...) that the form of argument we employ may be regarded as a kind of appeal to reflective equilibrium. (shrink)

Recently, researchers on organization theory and behavior were challenged by the introduction of cognitive machines in the list of the organization’s participants. Researchers in this field advocated that cognitive machines contribute to improve cognitive abilities in the organization by extending people’s rationality and decision-making capacity and by reducing intra-individual and group dysfunctional conflicts. This paper supports these findings and extends their results to upper layers at managerial and organizational levels of application by proposing the concept of new industrial organizations (...) with structure and processes of Computational Organization Management Networks. In such a new organization type, cognitive machines and cognitive information systems are prominent actors of governance, automation, and control of the whole enterprise. (shrink)

The article presents the results of the study of young scientists and their role in the functioning of research teams and the academic system. It shows why this topic has not only applied relevance connected with the theoretical justification of science policy but also concerns fundamental issues of philosophy of science. The nature of the structural organization of scientific teams and the scientific community as a whole is discussed. It is argued that science shares with other social institutions a socio-epistemic (...) hierarchy, involving the division of participants into more and less experienced ones, performing certain functions in accordance with the available amount of knowledge and skills. It is shown that this hierarchy is supported by the system of division of labor in science, but does not lead to the formation of a rigid structure, which is reflected in the mismatch of social and cognitive hierarchies of research teams. It is also shown that the contribution of young scientists to the overall scientific result can not only be great due to the appearance of young geniuses. Scientific youth performs a number of cognitive and social functions that are system-forming and are not duplicated at other levels of the scientific hierarchy. These functions may undergo changes depending on the general state of both a separate research area and the scientific system as a whole. This makes the research of scientific youth promising for studying the transformations of science as a social institution and a cultural and historical phenomenon, in particular, for analyzing scientific communications that constitute the scientific community as a collective subject of scientific knowledge, and changes in scientific ethos. (shrink)

In this article, we examine the role of several consumers’ cognitive and psychographic traits in their perceptions of retailers’ deceptive practices and the different effects on perceived deception associated with online vis-à-vis in-store shopping. Building on theoretical models of persuasion in consumer behavior, we hypothesize that the antecedents of perceived deception in traditional settings are the same as those on the Internet, while the intensity of the impact of these antecedents differs between the online and the offline environment. Results suggest (...) that the effects of individual’s cognitive traits and risk aversion on perceived deception are more relevant when consumers shop online than when they purchase from traditional stores. Conversely, psychographic traits play a more important role in explaining perceived deception in the traditional shopping context as compared to the online channel. Several theoretical and managerial implications are derived from these findings. (shrink)

It is time to transcend the arid debate between rationality and ir-, a-, or non-rationality as our basic assumption about human agency.1 There are powerful arguments and extensive evidence both for and against the rationality assumption, with heavily defended entrenchments on both sides. Managers and management scholars continually make at least tacit assumptions about how they expect others to behave. If only we could have in both theory and practice the coherence and precision of rational models as well as the (...) descriptive richness of ‘behavioural’ approaches. The message of this paper is that perhaps we can. The advent of consciousness studies and, more recently, neuroeconomics would seem to indicate the way forward to transcend the opposition in some kind of synthesis. This paper investigates rationality in the light of Daniel Dennett’s thesis that it is at the core of all intentionality that is the defining characteristic of mental phenomena. Neuroeconomics seeks to enhance understanding of agency by investigating new insights on the materialist basis of mental phenomenology in the neurophysiology of the brain and nervous system. Experimental evidence mapping intentional states onto neurophysiological states is emerging, some researchers even claiming to have found a ‘neurophysiological utility function’. Dennett closes the circuit by locating the existence of brain-hardware supporting satisficing intentional choice and action as the output of evolutionary ‘design’. The dichotomy is transcended: satisficing models (of which normative optimising rational choice models are a reasonable abstraction) are a good basis both for statistical prediction of the behaviour of large numbers, and as the first base on which to construct and refine a model of expectation-formation about particular types of agent and then of individual agents. Using both the old (‘external’) and the new (sub-individual) behaviourism as well as work on unpacking the abstract notion of rationality, we can concretise optimising rational choice both generally, for epistemic theory-building purposes, and specifically for understanding and deploying models of managerial agency. Such models will need to incorporate emotion with cognition in an integrated approach. (shrink)

This conceptual paper draws on cognitive theory and attribution theory to develop a process model of managerial dissonance and responsibility attribution after harm-doing. Although extant harm-doing literature assumes managerial backing for such decisions, this study suggests that there will, at times, be acts of organizationally mandated harm-doing that managers believe are unnecessary. In these cases, it is proposed that managers will experience dissonance from enacting the harm-doing event, resulting in the externalization of responsibility to either the organization or (...) the harm-doing target. This paper examines the challenges faced by the manager through each phase of the dissonance resolution process and possible outcomes of the process. This study concludes with the model’s implications for moral theorizing. (shrink)

Ethical decision-making theories in behavioural ethics management have been developed through the social sciences, psychology, social psychology, and cognitive neurosciences. These theories are either cognitive, non-cognitive or an integration of both. Other scholars have recommended redefining what ethical means through moral philosophy and theology. Buddhism is a religion, a philosophy, a psychology, an ethical system and an art of living. The divine states in Buddhism are virtues that could be developed by anyone regardless of their religion or non-religion through Buddhist (...) meditation. They are so called because they enable individuals to develop ‘God-like qualities’. The theoretical insights of the divine states indicate how to eliminate negative emotions, such as anger, fear, delusion and envy, by cultivating love and compassion towards both the self and others. Accordingly, this paper contributes to EDM by redefining what ethical means through the meanings managers who practise Buddhist meditation assign to divine states in their lived experience of EDM in organisations in Sri Lanka. The sample consisted of 17 Buddhists, 1 Hindu, 1 Muslim and 1 no-religion. Data were collected using semi-structured in-depth interviews and was analysed with IPA. The findings indicated that how the managers made meaning of an ethical decision was influenced by their loving-kindness, compassion, sympathetic joy and equanimity. The findings also indicated that the managers justified the reasons for their decisions subsequently through the benefits to themselves as well as their employees. Accordingly, this study supports the view that EDM is an integrated approach. (shrink)

With technological possibilities in healthcare steadily increasing, more tools for digital cognitive rehabilitation become available. Acceptance of such technological advances is crucial for successful implementation. Therefore, we examined technology acceptance specifically for this form of rehabilitation in a sample of healthcare providers involved in cognitive rehabilitation. An adjusted version of the Technology Acceptance Model questionnaire was used, including the subscales for perceived usefulness, perceived ease of use, subjective norm, and intention to use, which all contribute to actual use of a (...) specific technology. Results indicate a generally favorable attitude toward the use of digital cognitive rehabilitation and positive responses toward the TAM constructs. Only for subjective norm, a neutral mean response was found, indicating that this could pose a potential obstacle toward implementation. Potential differences between subgroups of different age, gender, and professional background were assessed. Age and gender did not affect the attitude toward digital cognitive rehabilitation. Occupational therapists showed lower scores than healthcare psychologists and physiatrists with regard to perceived usefulness, possibly linked to a difference in operational and managerial tasks. The findings of his study stimulate further implementation of digital cognitive rehabilitation, where the role of subjective norms should be specifically considered. (shrink)

The literature regarding social and environmental sustainability of business focuses primarily on rationales for adopting sustainability strategies and operational practices in support of that goal. In contrast, we examine sustainability from a perspective that has received far less research attention—attitudes that inform managerial decision-making. We develop a conceptual model that identifies six elemental categories of attitudes that can be held independently or aggregated to yield a meta-attitude representing the legitimacy of sustainability. Our model distinguishes among three types of internally (...) held attitudes and externally perceived subjective norms: pragmatic, moral, and cognitive. We propose a refinement of Ajzen's (In: Kuhl J, Beckmann J (eds) Action control: from cognition to behavior, 1985; Organ Behav Hum Decis Process 50:179-211, 1991) Theory of planned behavior (TPB) that incorporates these sub-categories of personal attitudes and subjective norms. Practical implications are discussed including how organizations considering adopting sustainability programs might use the model as a conceptual tool to help achieve and assess program success. (shrink)

Recent theories on cognitive science have stressed the significance of moral intuition as a counter to and complementary part of moral reasoning in decision making. Thus, the aim of this paper is to create an integrated framework that can account for both intuitive and reflective cognitive processes, in order to explore the antecedents of ethical decision making. To do that, we build on Scholasticism, an important medieval school of thought from which descends the main pillars of the modern Catholic social (...) doctrine. Particularly, the focus will be on the scholastic concept of synderesis, which is an innate human faculty that constantly inclines decision makers toward universal moral principles. Managerial implications are discussed, stressing how a rediscovery of decision makers’ intuitive moral judgments could be relevant in the reflective thinking practice of managers’ ethical reasoning, thus saving them from rational insensitivity to ethical dilemmas. (shrink)

In the wake of Clark and Chalmers famous argument for extended cognition some people have argued that willpower equally can extend into the environment (e.g. Heath and Anderson in The thief of time: philosophical essays on procrastination. Oxford University Press, New York, pp 233–252, 2010). In a recent paper Fabio Paglieri (Consciousness in interaction: the role of the natural and social context in shaping consciousness. John Benjamins, Amsterdam, pp 179–206, 2012) provides an interesting argument to the effect that there (...) might well be extended self control, but that willpower does not lend itself to extension. This paper argues that Paglieri is right in claiming that previous attempts to extend the will are flawed. It then provides an argument for extending the will that does not fall foul of Paglieri’s argument and actually provides us with an even stronger case for extension than the one that Clark and Chalmers provide for cognition. (shrink)

Many scholars have suggested the relationship between corporate social performance and its ability to attract a large number of high-quality job applicants, because previous literature indicates that employees with strong social awareness help create a high-performance organization. For that reason, an important issue for successful business recruitment is how to boost the pursuit intention of job seekers. This study discusses such issue by proposing a model based on signaling theory and cognitive dissonance theory. In the proposed model of this study, (...) the positive relationships between four dimensions of corporate social performance and job pursuit intention are hypothetically moderated by socio-environmental consciousness. The proposed hypotheses of this research were empirically tested using the data from graduating students seeking a job. The empirical findings of this study complement previous literature by discussing how corporate social performance benefits business firms from a perspective of strengthened human resources and recruitment. Finally, managerial implications for business managers based on the findings herein are provided. (shrink)

Based on a framework that integrates job demands-resources theory, social cognitive theory Handbook of personality, Guilford Press, New York, pp 154–196, 1999) and regulatory focus theory, the purpose of this research is to investigate the relationship between perceptions of organizational politics and subsequent moral disengagement and unethical behavior. We conducted a laboratory study and also collected data in two separate surveys 6 weeks apart from 206 individuals working full time to investigate the relationships presented in our model. In both studies, (...) we examined the direct relationship of politics perceptions on unethical behavior in organizations as well as the indirect relationship through the influence of moral disengagement. We investigated the moderating effect of regulatory focus on the relationship between moral disengagement and unethical behavior using the survey data. Results indicated that perceptions of politics were significantly related to our mediator, moral disengagement, which was significantly related to our dependent variable, unethical behavior. However, only prevention-focus moderated the relationships examined. Implications for future research and managerial practice are discussed. (shrink)

Empathy is a specific moral aspect of human behavior. The global workplace, and thereby a consideration of employee stakeholders, includes unique behavioral and ethical considerations, including a consideration of human empathy. Further, the human aspects of workplaces are within the domain of human resources and managerial oversight in business organizations. As such, human emotions and interactions are complicated by daily work related expectations, employee/employer interactions and work practices, and the outcomes of employees’ work routines. Business ethics, human resources, and (...) risk management practices are endemic aspects within workplaces. Increasingly, the understanding of models of AI-reliant business practices underscores the need for the consideration of the ethical aspects of AI impacts on employees in the workplace. This paper explores a systematic ethical lens of the opportunities and the risks of AI ideation, development, and deployment in business-employee relations practices beyond a compliance mindset, and that introduces a further set of workplace considerations. Empathy is concerned with human intentions. As such, attributive ethical indications of the role of AI in the workplace and its impacts on employees is necessary. Moreover, this paper uses a cognitive lens of empathy and focuses on artificial morality related to the ethical concerns, implications, and practices of AI development, deployment, and workplace practices that may impact employees in a variety of business aspects. (shrink)

Per definition business sustainability demands the integration of environmental, social, and economic outcomes. Yet, managerial decision-making involving sustainability objectives is fraught with tension and the way managerial decision-makers frame sustainability issues in their mindset influences how sustainability tensions are managed at the organisational level. In the bid to better understand what types of managerial mindsets, or cognitive frames, foster integrative business sustainability practices that simultaneously advance environmental, social, and economic objectives, extant research has focussed on the underlying (...) logics that drive the acknowledgement of sustainability tensions. However, the existing logics-based constructs do not sufficiently explain this link, and it has been suggested that managers perceive and manage sustainability tensions based on the values that they hold. To clarify the roles of managerial values and logics as antecedents in business sustainability decision-making, we integrate Keeney’s value-focussed thinking approach with managerial and organisational cognition perspectives. Drawing on data from a survey with 169 senior procurement managers in Australia we found three types of cognitive frames which demonstrate that stronger sustainability values are associated with a more holistic perception of sustainability tensions and vice versa. We also found that managers’ cognitive framing of sustainability is strengthened by more holistic organisational cognitive frames and discuss according implications for managerial decision-making in theory and practice. (shrink)

According to the main theories of the knowledge-based economy (KBE), the recent transformations of capitalism are the origins of a general societal change. Managerial theories consider KBE to be a series of win-win mechanisms that simultaneously favour firms, workers and consumers. The cognitive capitalism theory perceives in the development of cognitive capitalism signs of the formation of a post-capitalist economy. This article discusses the main features of these two theoretical orientations and identifies some core ambivalences in KBE. The relationship (...) between the market and society in KBE is marked by a dialectical process. The former incorporates mechanisms of potential economic valorization generated by informal social relationships. To this end, it must internalize actors, practices and cultures that are partially in conflict with it, given that it must make ever greater attempts to bring the overall process back within the ownership regime. One thus witnesses a reduction of the barriers between firms and society, that can simultaneously engender a more subtle dominance of the former over the latter, or the growth of autonomy, self-organization and peer cooperation among social actors. This second possibility relies entirely upon politics and collective action. (shrink)

The study of organizational ethics continues to be the focus of significant academic attention, however it is a discourse that remains largely informed by a form of morality that is perhaps best described as ordered and cognitive. Traditional approaches to questions of organizational ethics emphasize a fundamentally static view of organizations and the people within them, reinforcing notions of mind/body dualism and reifying ethics as an outcome of human agency, choice, and deliberate intention (see MacKay and Chia). We challenge this (...) approach and instead argue in favor of ethics research that adopts an ontology grounded in process metaphysics. Escaping the confines of Cartesian dualism, we reconceptualize organizational ethics as something that is in fact not held constant, is not a static termination point or an outcome of events, but is rather an input into the continually reconstituting context of the organization over time (see Langley, et al.). The process ethics we articulate provides a grounding for moral critique in diverse communities that is not undermined by relativism. Moreover, it provides guidance to managers and employees facing moral problems without forcing them to face a tyranny of principles. We consider how a process ethics would be enacted in organizations through managerial decision-making and in the treatment of employees. (shrink)

This policy-capturing study, conducted in China, investigated the cognitive basis of managerial decisions to make a corporate charitable donation, a global issue in the context of corporate social responsibility research and practice. Participants responded to a series of scenarios manipulating pressure from the five stakeholders most commonly addressed by CSR research. The independent variables examined included organizational factors and the participants’ personal values. Results indicate a large positive effect of shareholder and governmental pressure on the decision with lesser positive (...) effects from customers and competitors. Surprisingly, employee pressure had a negative effect on the decision to make a charitable donation. Further, personal values and perceived CEO attitudes toward charity were significantly related to the decisions participants made. In line with our theorizing, the findings indicate that a combination of personal, organizational, and institutional factors was salient in the minds of decision makers. (shrink)

The paper explains the application of a Social Innovation Based Transformative Learning pedagogical approach in an undergraduate, final year business ethics course taught at an Australian university. Using social innovation as an enabling process to extend students’ cognitive, behavioural and managerial competencies in an integrated manner, the paper describes how the SIBTL approach helps ethics teachers to promote students’ ethical action.

This conceptual article introduces behavioral perspectives into the governance arena and undertakes a psychological assessment of managerial decision making in organizations by elaborating on the treatment of trust and pride in the extant literature. While trust is conceived by governance scholars as a device for monitoring relationships with others, we argue that authentic pride, contrary to hubris, could operate as an attribute of emotional self-regulation allowing corporate leaders to govern the social behavior of their own self. Contrasting the features (...) of trust and authentic pride, we advance several propositions to capture their relevance and simultaneous importance as viable governance mechanisms in light of a manager's level of cognitive moral reasoning. Our study builds a unified theoretical framework of governance which integrates human agency, psychological states, and moral judgment to foster a deeper understanding of complex self-regulatory processes that are activated by decision makers in the execution of their roles. (shrink)

In the scientific literature, there are accents that emphasize certain changes in the functioning of philosophy, which took place in connection with the establishment of the postulates of postmodernism as a new period in the development of culture, as a style of post non-classical scientific thinking, in fact, the content and hierarchy of values positions itself with a sophisticated departure from the classical and non-classical philosophical reflection. Philosophical and educational understanding of the methodology of research of dialogue and tolerance testified (...) to the relevance of their research in the development of the potential of today’s multicultural education and its growth in the cultural and educational space. Dialogue, dialogics and tolerance are represented by the mechanisms of meaning-making, axiology and praxeology: dialogical cognition of the interpersonal, social-group, societal, planetary world provides a certain "breakthrough" in the worldview-value coordinate system, in external-internal control of growth efficiency and its spiritual dimension. The axiological, ontological, educational-epistemological aspects of “fitting” a person into a new world context are precisely in the plane of philosophy, enriching the cultural fields of today’s education through integration in goal-setting, content, organizational and managerial conditions for teaching and upbringing value ideals, principles, methods of holistic study of a person and those that are relevant today and provide Homo educandus with a meaning-making knowledge. (shrink)

Sylvia Wynter discusses Eurocentric thought as a closed cognitive order. In this article, Mijke van der Drift interrogates this cognitive closure as a style of thought that is intertwined with institutions. By inverting the attention Foucault gives to the subjects under scrutiny, van der Drift shows that the focus on those that maintain the institution, the managerial class, reveals how power and knowledge configure this contraction of perception. Van der Drift argues that institutions are central to this process because (...) it offers alignment of purpose and understanding by means of rights and discipline. Consequently, this alignment leads to an indifference to other ways of worlding that Philomena Essed and Isabel Hoving describe as “smug ignorance.” Van der Drift argues that this finds root in the institution, rather than being a harmful side effect that needs to be addressed. To contrast institutional alignment, the author sketches a pluralist ethics that offers an alternative mode of relationality and collective organization. (shrink)

A study involving purchasing managers was conducted to test specific Hunt-Vitell theoretical propositions concerning the determinants of managers' teleological evaluations. We extended the Hunt-Vitell model by developing a new integrative construct, namely the desirability of consequences to self versus others. We hypothesized that desirability of consequences affects teleological evaluations in that the more desirable the consequences of a particular action, the more likely managers evaluate that action positively. The results of the present study provided support for this hypothesis. Furthermore, we (...) extended the Hunt-Vitell model by developing a new integrative construct, namely the desirability of consequences of self versus others. We hypothesized that cognitive moral development moderates the relationship between the desirability of consequences of self versus others and teleological evaluation. The results failed to support this hypothesis. We explained the lack of support in terms of the level of aggregation of the data, the possibility of the confounding effect of respondents' sensitivity to ethical issues, and the possibility that deontological evaluations confounded the respondents' teleological judgments. Future research and managerial implications of the findings were also discussed. (shrink)

Based on ideology-infused psychological contract theory and cognitive evaluation theory, this study investigated the curvilinear relationship between ethical leadership and employee creativity. A curvilinear mediation model was proposed to explain the impact of ethical leadership on creativity, using employee intrinsic motivation as the mediator. Applying a two wave sampling design that consist 258 employees and their leaders, we found that employee creativity improved as ethical leadership increased from low to moderate levels. However, the employee creativity improvement was attenuated when ethical (...) leadership increased from moderate to high levels. Furthermore, the study also revealed that employee intrinsic motivation partially mediated this curvilinear relationship. The theoretical and managerial implications are discussed. (shrink)

This paper explores the evolution of the techno-management imagination (TMI). This is the process by which, in times of crisis, managers think not just out of the box, but out of the very reality in which the box resides. Tacit social consensus, also known as corporate culture, can lead to a shared, implicit, and incorrect view that certain actions are impossible. TMI transcends local culture, accessing technological solutions that are unknown and/or unimagined. Members of the organization tend to call such (...) solutions "magic". The paper looks at social, perceptual, and managerial aspects of magic from a practical point of view that is grounded in research. It examines the risks of TMI, and concludes with suggested perspectives and research questions for management scientists and cognitive scientists. (shrink)

This paper explores the evolution of the techno-management imagination. This is the process by which, in times of crisis, managers think not just out of the box, but out of the very reality in which the box resides. Tacit social consensus, also known as corporate culture, can lead to a shared, implicit, and incorrect view that certain actions are impossible. TMI transcends local culture, accessing technological solutions that are unknown and/or unimagined. Members of the organization tend to call such solutions (...) “magic”. The paper looks at social, perceptual, and managerial aspects of magic from a practical point of view that is grounded in research. It examines the risks of TMI, and concludes with suggested perspectives and research questions for management scientists and cognitive scientists. (shrink)

Despite the power of VR in immersing viewers in an experience, it generally only targets viewers via visual and auditory cues. Human beings use more senses to gather information, so expectedly, the full potential of this medium is currently not yet tapped. This study contributes in answering two research questions: How can conventional VR ads be enriched by also addressing the forgotten sense of smell?; and Does doing so indeed instill more engaging experiences? A 2 × 3 between-subjects study is (...) conducted, whereby an existing branded VR commercial is augmented with “sound” and “scents.” The power of these sensory augmentations is evaluated by inspecting emotional, cognitive and conative dimensions of customer engagement. The results identify product-scent congruence as a deal-maker, albeit product-scent incongruence is not necessarily a deal-breaker. The article concludes with further research avenues and a translation into managerial implications. (shrink)

In this paper, we draw upon the emerging view of strategic cognition and issue salience and show that CSR giving has evolved into more than an altruistic response to being asked for support, to one which is embedded in the strategic frames of management and which supports organizational identity. The managerial action as a result of such strategic cognition suggests that modern organizations are seeking to develop CSR giving processes that provide them with a competitive advantage. We (...) draw on the resource-based view of organizations and the VRIO framework to provide the theoretical foundations for our argument that CSR implementation in the form of corporate giving to charities can be developed as a dynamic capability. This can provide a competitive advantage by allowing organizations to manage key stakeholder relationships more effectively with benefits which could lead to increased organizational productivity and the ability to execute strategy more effectively. We interview CSR implementation managers from large organizations in Australia and find that the CSR giving process in many firms is evolving into a more sophisticated and strategically motivated process with expectations of a return. Central to this evolution is the appointment of a CSR implementation manager who acts as a boundary spanner between the organization and its key stakeholders. We posit that this corporate investment in their role and supporting structures can lead to the better management of stakeholders by organizations through the dynamic capability of the CSR giving process. We develop a table of best practise to help guide managers entering this sphere. (shrink)

Workplace stressors were identified to have critical impacts on employee creativity. However, little is known about how and when involuntary citizenship behavior (i.e., compulsory citizenship behavior, CCB)-induced stress might exert influence on employee creativity. To fill this void, the present study firstly develops a moderated mediation model to investigate the CCB—employee creativity association as well as the underling mechanism and contextual condition of this relationship. By integrating social cognitive theory such as self-efficacy theory and conservation of resources (COR) theory, we (...) propose that CCB predicts employee creativity through the mediating role of creative self-efficacy (CSE), with the individual characteristics (i.e., personality traits) of negative affect acting as a boundary condition. Using two-wave time-lagged survey data collected from a sample of 251 front-line employees in 10 manufacturing firms in Southern China, the results show that: (a) CSE mediates the negative relationship between CCB and employee creativity; (b) negative affect moderates the relationship between CCB and CSE; (c) negative affect moderates the indirect influence of CCB on employee creativity through CSE. As the level of negative affect rises, this indirect relationship is stronger. Finally, important theoretical and managerial implications and promising avenues for future research are addressed. (shrink)

We propose that firms that engage in morally imaginative sensemaking will manage society's changing ethical expectations more effectively than those engaging in habituated sensemaking. Specifically, we argue that managers engaging in habituated sensemaking will tend to view changes in expectations as threats and respond to them defensively. In contrast, morally imaginative managers will tend to see these same changes as opportunities and address them by proactively or interactively engaging stakeholders in learning processes. We contribute to the literature on moral imagination (...) by highlighting the value of moral imagination relative to conventional sensemaking, and by positioning moral imagination as an ongoing mode of sensemaking. While we recognize that managers' capacity to continuously address changing ethical expectations using moral imagination is constrained by cognitive limitations, we posit that morally imaginative sensemaking may economize on cognitive resources over time by enabling managers to avoid managing ethical issues unproductively based on habit. We also contribute to the issues management literature by calling attention to two underlying factors, managerial sensemaking mode and firm enterprise strategy, that drive companies' approaches to issues management. (shrink)

Philosophical importance of the problems of the theory and practice of management is due to their role for society and each individual. Philosophy analyzes axiological, epistemic and methodological foundations of human activity in management processes. It forms a system of generalizing statements about the subject matter and methods of management, the place of management among other sciences and in the overall system of scientific knowledge, its cognitive and social role in the modern world. Management theory has been formed on the (...) basis of knowledge which is both empirical and derived from achievements ofother specific sciences. We can also talk about a certain isomorphism between the methodological foundations of management theory and modern science. Management theory today includes the systemic approach, recognition of indeterminacy as an inherent attribute of managerial decisions, orientation towards studying the processes of communication, self-organization and adaptation to external environment. Management systems always include the person whose behavior is determined by values, needs, world outlook, will, and other personal characteristics. Management as a social phenomenon should be studiedwithin the context of national culture, traditions and mentality. (shrink)

The Handbook of Philosophy of Education is a comprehensive guide to the most important questions about education that are being addressed by philosophers today. Authored by an international team of distinguished philosophers, its thirty-five chapters address fundamental, timely, and controversial questions about educational aims, justice, policy, and practices. Section I (Fundamental Questions) addresses the aims of education, authority to educate, the roles of values and evidence in guiding educational choices, and fundamental questions about human cognition, learning, well-being, and identity. (...) Section II (Virtues of Mind and Character) is concerned with the educational formation of personal attributes that are often seen as essential to flourishing individuals and societies. This section includes chapters on the cultivation of intellectual and character virtues, the nature and formation of expertise, Stoic virtues, and intellectual vices. Section III (Education and Justice) addresses fundamental and emerging issues of educational justice, from equal educational opportunity, racial domination, and linguistic justice in education, to educational problems of mass migration, global educational justice, the education of working children around the world, and the costs of higher education and upward mobility. Section IV (Educational Practices) addresses controversial aspects of contemporary education - pedagogical, curricular, and managerial practices - that deserve careful examination. These include controversies surrounding free speech and instruction in controversial issues; anti-racist, sustainability, and sex education; and the unfulfilled promises and demoralizing impact of high-stakes accountability schemes. The format and jargon-free writing in this volume ensure that topics are interesting and accessible, helping facilitate the work of advanced students and professionals in Education. (shrink)

The virtue of humility is often considered to be at odds with common business practice. In recent years, however, scholars within business ethics and leadership have shown an increasing interest in humility. Despite such attention, the argument for the relevance of humility in business could be expanded. Unlike extant research that focuses on humility as a character-building virtue or instrumentally useful leadership trait, this article argues that humility reflects the interdependent nature of business. Through such an approach, the article gives (...) an extrinsic motivation of the relevance of humility in business, and, from a theoretical point of view, links the intra-personal and intra-organizational perspective on humility to an inter-organizational one. The article contextualizes the virtue of humility by relating it to the economic, cognitive, and moral aspects of business practice and managerial work. It claims that the assumption of self-sufficiency in business is a grave misrepresentation of what business is—a practice characterized by interdependency. Potential links between virtue ethics, leadership, and contextually oriented theories of business, such as stakeholder theory, network theories, and resource dependence theory, are also identified. (shrink)