Results for 'managerial democracy'

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  1.  3
    Nine: Managerial Democracy.Christopher McMahon - 2017 - In Authority and Democracy: A General Theory of Government and Management. Princeton University Press. pp. 258-292.
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  2.  15
    What Was Political Correctness? Race, the Right, and Managerial Democracy in the Humanities.Christopher Newfield - 1993 - Critical Inquiry 19 (2):308-336.
  3.  67
    Managerial Authority as Political Authority: A Retrospective Examination of Christopher McMahon’s Authority and Democracy[REVIEW]Jeffery D. Smith - 2007 - Journal of Business Ethics 71 (4):335 - 338.
    An introduction to the March, 2005 symposium “The Political Theory of Organizations: A Retrospective Examination of Christopher McMahon’s Authority and Democracy” held in San Francisco as part of the Society for Business Ethics Group Meeting at the Pacific Division Meetings of the American Philosophical Association.
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  4.  3
    Managerial Discretion, Market Failure and Democracy.Michael Bennett - forthcoming - Journal of Business Ethics:1-15.
    Managers often have discretion in interpreting their ethical requirements, and they should seek democratic guidance in doing so. The undemocratic nature of managerial ethical discretion is shown to be a recurring problem in business ethics. Joseph Heath’s market failures approach is introduced as a theory better positioned to deal with this problem than other views. However, due to epistemic uncertainty and conceptual indeterminacy, the MFA is shown to allow a much wider range of managerial discretion than initially appears. (...)
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  5.  18
    Managerial Authority as Political Authority: A Retrospective Examination of Christopher McMahon’s Authority and Democracy.Jeffery D. Smith - 2007 - Journal of Business Ethics 71 (4):335-338.
    An introduction to the March, 2005 symposium "The Political Theory of Organizations: A Retrospective Examination of Christopher McMahon's "Authority and Democracy" held in San Francisco as part of the Society for Business Ethics Group Meeting at the Pacific Division Meetings of the American Philosophical Association.
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  6. Democracy and the Managerial Revolution.F. L. Will - 1941 - Journal of Social Philosophy and Jurisprudence 7:172.
     
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  7. After Liberalism: Mass Democracy in the Managerial State.Paul Edward Gottfried - 1999
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  8. After Liberalism: Mass Democracy in the Managerial State. By Paul Edward Gottfried.D. A. Freeman - 2001 - The European Legacy 6 (6):837-837.
     
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  9.  21
    After Liberalism: Mass Democracy in the Managerial State.Mark Wegierski - 2000 - Review of Metaphysics 54 (1):144-145.
    Paul Edward Gottfried is today probably the leading political theorist of the United States “paleoconservative” grouping. He has published three books on the postwar conservative movement in America, including The Search for Historical Meaning: Hegel and the Postwar American Right, as well as studies of Carl Schmitt and of Romanticism in nineteenth century Bavaria.
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  10.  19
    Managerial Values in the Institutional Context.R. Alas, J. Ennulo & L. Türnpuu - 2006 - Journal of Business Ethics 65 (3):269-278.
    A comparative study of business related values among business students was conducted over the last 10 years in two neighbouring countries. Although Estonia and Finland are culturally related, according to an empirical study of managerial values, including the ethical values of business students, the two countries display significant differences. During the last decade, Estonia has changed from being a country characterised by an authoritarian, centralized, totalitarian state socialism, to a democratic country with a free market economy and different attitudes (...)
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  11.  96
    In Defense of Workplace Democracy: Towards a Justification of the Firm–State Analogy.Isabelle Ferreras & Hélène Landemore - 2016 - Political Theory 44 (1):53-81.
    In the wake of the 2008 global financial crisis, an important conceptual battleground for democratic theorists ought to be, it would seem, the capitalist firm. We are now painfully aware that the typical model of government in so-called investor-owned companies remains profoundly oligarchic, hierarchical, and unequal. Renewing with the literature of the 1970s and 1980s on workplace democracy, a few political theorists have started to advocate democratic reforms of the workplace by relying on an analogy between firm and state. (...)
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  12.  49
    Firm Authority and Workplace Democracy: A Reply to Jacob and Neuhäuser.Iñigo González-Ricoy - 2019 - Ethical Theory and Moral Practice 22 (3):679-684.
    Workplace democracy is often advocated on two intertwined views. The first is that the authority relation of employee to firm is akin to that of subject to state, such that reasons favoring democracy in the state may likewise apply to the firm. The second is that, when democratic controls are absent in the workplace, employees are liable to objectionable forms of subordination by their bosses, who may then issue arbitrary directives on matters ranging from pay to the allocation (...)
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  13.  6
    Seven: Managerial Authority as P-Authoritv.Christopher McMahon - 2017 - In Authority and Democracy: A General Theory of Government and Management. Princeton University Press. pp. 194-230.
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  14.  3
    Eight: Managerial Authority as C-Authority.Christopher McMahon - 2017 - In Authority and Democracy: A General Theory of Government and Management. Princeton University Press. pp. 231-257.
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  15.  3
    Authority and Democracy: A General Theory of Government and Management.Christopher McMahon (ed.) - 1994 - Princeton University Press.
    Should the democratic exercise of authority that we take for granted in the realm of government be extended to the managerial sphere? Exploring this question, Christopher McMahon develops a theory of government and management as two components of an integrated system of social authority that is essentially political in nature. He then considers where in this structure democratic decision making is appropriate. McMahon examines the main varieties of authority: the authority of experts, authority grounded in a promise to obey, (...)
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  16. The Republican Case for Workplace Democracy.Iñigo González-Ricoy - 2014 - Social Theory and Practice 40 (2):232-254.
    The republican case for workplace democracy is presented and defended from two alternative means of ensuring freedom from arbitrary interference in the firm—namely, the right to freely exit the firm and workplace regulation. This paper shows, respectively, that costless exit is neither possible nor desirable in either perfect or imperfect labor markets, and that managerial discretion is both desirable and inevitable due to the incompleteness of employment contracts and labor legislation. The paper then shows that WD is necessary, (...)
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  17.  59
    Authority and Democracy: A General Theory of Government and Management.Edwin M. Hartman - 1996 - Philosophical Review 105 (2):272.
    Christopher McMahon links political theory and business ethics and thereby takes the latter to a new level of philosophical sophistication. McMahon argues that legitimate authority, political or managerial, characteristically preempts certain of one’s judgments, so that one may reasonably submit to a directive to do something that contravenes one’s principles. Authoritative preemption does not involve weighing reasons pro and con, as one who is considering breaking a promise must do: it disqualifies competing considerations.
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  18.  35
    Authority and Democracy in Corporate Governance?J. van Oosterhout - 2007 - Journal of Business Ethics 71 (4):359-370.
    Although McMahon offers a potentially valuable extension of Joseph Raz's conceptualization of authority by distinguishing three different kinds of authority, this paper argues, first, that his account of the conditions and considerations that would justify managerial authority is problematic because it relies on a conception of reasons for action that excludes precisely the kind of rationality that plays an important role in the␣explanation and justification of authority in economic␣organization. This paper explains, second, why McMahon's thesis of the justificatory similarity (...)
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  19.  35
    Who Controls the Editorial Content at Corporate News Organizations? An Empirical Test of the Managerial Revolution Hypothesis.David Demers - 2001 - World Futures 57 (5):395-415.
    Corporate news organizations are often accused of placing more emphasis on profits than on information diversity and other non?profit goals considered crucial for creating or maintaining a political democracy. These charges contradict the managerial revolution hypothesis, which expects that as power shifts from the owners to the professional managers and technocrats, a corporate organization should place less emphasis on profits and more emphasis on non?profit goals. This study reviews the literature on the managerial revolution hypothesis and empirically (...)
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  20.  52
    The Liberal Arts, the Radical Enlightenment and the War Against Democracy.Arran Gare - 2012 - In Luciano Boschiero (ed.), On the Purpose of a University Education. North Melbourne: Australian Scholarly Publishing Ltd. pp. 67-102.
    Using Australia to illustrate the case, in this paper it is argued that the transformation of universities into businesses while the undermining of the liberal arts is motivated by either contempt for or outright hostility to democracy. This is associated with a global managerial revolution that is enslaving nations and people to the global market and the corporations that dominate it. The struggle within universities is the site of a struggle to reverse the gains of the Radical Enlightenment, (...)
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  21.  29
    Managers, Workers, and Authority.Nien-hê Hsieh - 2007 - Journal of Business Ethics 71 (4):347-357.
    In this paper, I examine the case made by Christopher McMahon for managerial democracy. Specifically, I examine the extent to which McMahon’s account is able to address a series of objections against the case for managerial democracy as articulated by Thomas Christiano. Christiano articulates two sets of objections. First, Christiano argues that McMahon does not succeed in ruling out the possibility that managerial authority is best understood as promissory in its basis, in which case there (...)
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  22.  20
    Comments On Hsieh, Moriarty and Oosterhout.Christopher McMahon - 2007 - Journal of Business Ethics 71 (4):371-379.
    A response to the discussants, Nien-hê Hsieh, Jeffrey Moriarty and J. (Hans) van Oosterhout, who took part in the March, 2005 symposium “The Political Theory of Organizations: A Retrospective Examination of Christopher McMahon’s Authority and Democracy: A General Theory of Government and Management” held in San Francisco as part of the Society for Business Ethics Group Meeting at the Pacific Division Meetings of the American Philosophical Association.
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  23.  26
    Pc Wars: Politics and Theory in the Academy.Jeffrey Williams (ed.) - 1995 - Routledge.
    PC Wars: Politics and Theory in the Academy addresses the very issue of political correctness and the current skirmishes in the culture wars. It includes statements from many of our leading contemporary public intellectuals, including Joan Wallach Scott, Michael Be;rube;, Bruce Robbins, Henry Giroux, and Gerald Graff. The collection marks a watershed in the debate about "pc" in that it presents serious considerations and analyses of the factors, causes, and consequences of the culture wars. Carefully examining the construction of "pc," (...)
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  24.  23
    Contextualizing Corporate Political Responsibilities: Neoliberal CSR in Historical Perspective.Marie-Laure Djelic & Helen Etchanchu - 2017 - Journal of Business Ethics 142 (4):641-661.
    This article provides a historical contextualization of Corporate Social Responsibility and its political role. CSR, we propose, is one form of business–society interactions reflecting a unique ideological framing. To make that argument, we compare contemporary CSR with two historical ideal-types. We explore in turn paternalism in nineteenth century Europe and managerial trusteeship in early twentieth century US. We outline how the political responsibilities of business were constructed, negotiated, and practiced in both cases. This historical contextualization shows that the frontier (...)
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  25.  21
    State-Owned Enterprises as Bribe Payers: The Role of Institutional Environment.Liang Chen, Sali Li, Jingtao Yi & Noman Shaheer - 2019 - Journal of Business Ethics 159 (1):221-238.
    Our paper draws attention to a neglected channel of corruption—the bribe payments by state-owned enterprises. This is an important phenomenon as bribe payments by SOEs fruitlessly waste national resources, compromising public welfare and national prosperity. Using a large dataset of 30,249 firms from 50 countries, we show that, in general, SOEs are less likely to pay bribes for achieving organizational objectives owing to their political connectivity. However, in deteriorated institutional environments, SOEs may be subjected to potential managerial rent-seeking behaviors, (...)
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  26. Against Posthumanism: Posthumanism as the World Vision of House-Slaves.Arran Gare - 2021 - Borderless Philosophy 4:1-56.
    One of the most influential recent developments in supposedly radical philosophy is ‘posthumanism’. This can be seen as the successor to ‘deconstructive postmodernism’. In each case, the claim of its proponents has been that cultures are oppressive by virtue of their elitism, and this elitism, fostered by the humanities, is being challenged. In each case, however, these philosophical ideas have served ruling elites by crippling opposition to their efforts to impose markets, concentrate wealth and power and treat everyone and everything (...)
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  27.  1
    Red Roots of Corporate Irresponsibilities.Sławomir Magala - 2019 - In Aneta Długopolska-Mikonowicz, Sylwia Przytuła & Christopher Stehr (eds.), Corporate Social Responsibility in Poland: Strategies, Opportunities and Challenges. Springer Verlag. pp. 31-39.
    Corporate Social Responsibility is a label covering managerial checks and institutional balances introduced against the background of ethical values. Values are clearly formulated and organizational processes are designed with the inclusion of stakeholders and their voice in mind. In case of the post-communist societies designers of CRS cope with an additional level of complexity. Original sin of market reforms after the political fall of the communist regimes is the corrupt take-over of markets and democracies. Social institutions of capitalist markets (...)
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  28.  62
    Reconceptualizing Professional Development for Curriculum Leadership: Inspired by John Dewey and Informed by Alain Badiou.Kathleen R. Kesson & James G. Henderson - 2010 - Educational Philosophy and Theory 42 (2):213-229.
    Almost a hundred years ago, John Dewey clarified the relationship between democracy and education. However, the enactment of a 'deeply democratic' educational practice has proven elusive throughout the ensuing century, overridden by managerial approaches to schooling young people and to the standardized, technical preparation and professional development of teachers and educational leaders. A powerful counter-narrative to this 'standardized management paradigm' exists in the field of curriculum studies, but is largely ignored by mainstream approaches to the professional development of (...)
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  29.  3
    Holding Up a Democratic Facade: How ‘New Work Organizations’ Avoid Resistance and Litigation When Dismissing Their Managers.Johanna L. Degen & Massih Zekavat - 2022 - Frontiers in Psychology 13.
    New work is used as a general term to summarize professional developments in contemporary work style, structure and modus of organizations and society—this means collaborative work and flexible working hours on individual levels, and flat hierarchies and participatory decision-making on organizational levels. Contemporary corporations strive to orient toward the concept of new work to keep up with stakeholder demands, for instance in their branding strategies as an employer. However, studies on organizational practices indicate that alongside explicit values and agendas, organizations (...)
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  30.  3
    Experts, Managerialism, and Democratic Theory.Mott Greene - 2022 - Spontaneous Generations 10 (1):1-21.
    The revolt against expertise is a novel aspect of a larger and longer-standing discontent with the power of managerial elites within modern democracies. In the United States, scientific expertise is contested adversarially on the model of a public trial. In broadcast media, expert disagreement proceeds via staged debates with opposing sides arguing scientific questions bearing on public policy. By the mid-20th century many observers agreed that this broadcast format had transformed the active ‘public’ – the target audience of these (...)
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  31. John Dewey's Theory of Society: Pragmatism and the Critique of Instrumental Reason.Phillip Deen - 2004 - Dissertation, Southern Illinois University at Carbondale
    This dissertation sets out Dewey's theory of society, as outlined in the lecture notes for his courses on social and political philosophy between 1923 and 1928. I argue that Dewey had tripartite theory of economic processes, political/legal structures and social-moral functions that focuses on the relationship between material/technological forces and the institutions established to direct them. ;The first section presents and then refutes the charge that pragmatic social thought reduces thought to sheer efficiency and is therefore unable to resist ideology. (...)
     
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  32.  12
    Killing a Constitution with a Thousand Cuts: Executive Aggrandizement and Party-State Fusion in India.Tarunabh Khaitan - 2020 - Law and Ethics of Human Rights 14 (1):49-95.
    Many concerned citizens, including judges, bureaucrats, politicians, activists, journalists, and academics, have been claiming that Indian democracy has been imperilled under the premiership of Narendra Modi, which began in 2014. To examine this claim, the Article sets up an analytic framework for accountability mechanisms liberal democratic constitutions put in place to provide a check on the political executive. The assumption is that only if this framework is dismantled in a systemic manner can we claim that democracy itself is (...)
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  33. Managerial Work in a Practice-Embodying Institution: The Role of Calling, The Virtue of Constancy. [REVIEW]Ron Beadle - 2013 - Journal of Business Ethics 113 (4):679-690.
    What can be learned from a small scale study of managerial work in a highly marginal and under-researched working community? This article uses the ‘goods–virtues–practices–institutions’ framework to examine the managerial work of owner–directors of traditional circuses. Inspired by MacIntyre’s arguments for the necessity of a narrative understanding of the virtues, interviews explored how British and Irish circus directors accounted for their working lives. A purposive sample was used to select subjects who had owned and managed traditional touring circuses (...)
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  34. Democracy and Education : An Introduction to the Philosophy of Education.John Dewey - 1916 - Macmillan.
    Dewey's book on Democracy and Education established his credentials in the field of education and once counted as his most important book. It has been re-published in many editions and continuously in print ever since the original publication in 1916.
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  35.  50
    Philosophy and Democracy.Does Globalization Threaten Democracy - 2008 - Bioethics and New Epoch 46 (2).
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  36.  40
    Part One Property-Owning Democracy.Property-Owning Democracy - 2012 - In T. Williamson (ed.), Property-Owning Democracy: Rawls and Beyond. Wiley-Blackwell. pp. 15.
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  37.  48
    A Managerial in-Basket Study of the Impact of Trait Emotions on Ethical Choice.Shane Connelly, Whitney Helton-Fauth & Michael D. Mumford - 2004 - Journal of Business Ethics 51 (3):245-267.
    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 (...)
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  38.  84
    Managerial Decision-Making on Moral Issues and the Effects of Teaching Ethics.Vidya N. Awasthi - 2008 - Journal of Business Ethics 78 (1-2):207-223.
    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 (...)
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  39.  40
    Ethical Managerial Behaviour as an Antecedent of Organizational Social Capital.David Pastoriza, Miguel A. Ariño & Joan E. Ricart - 2008 - Journal of Business Ethics 78 (3):329-341.
    There is a need of further research to understand how social capital in the organization can be fostered. Existing literature focuses on the design of reciprocity norms, procedures and stability employment practices as the main levers of social capital in the workplace. Complementary to these mechanisms, this paper explores the impact of ethical managerial behaviour on the development of social capital. We argue that a managerial behaviour based on the true concern for the well-being of employees, as well (...)
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  40.  86
    Democracy and Disagreement.Amy Gutmann - 1996 - Belknap Press of Harvard University Press.
    The authors offer ways to encourage and educate Americans to participate in the public deliberations that make democracy work and lay out the principles of..
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  41.  9
    Retrieving Democracy: In Search of Civic Equality.Philip Green - 1985 - Rowman & Littlefield Publishers.
    'A brilliant, utterly persuasive argument for genuine democracy in our own country...The proposals...are bound to be inspiring to anyone who takes politics, in the largest sense of the word, seriously.'-Barbara Ehrenreich.
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  42.  33
    Democracy Without Shortcuts. A Participatory Conception of Deliberative Democracy.Cristina Lafont - 2020 - Oxford: Oxford University Press.
    This book articulates a participatory conception of deliberative democracy that takes the democratic ideal of self-government seriously. It aims to improve citizens' democratic control and vindicate the value of citizens' participation against conceptions that threaten to undermine it. The book critically analyzes deep pluralist, epistocratic, and lottocratic conceptions of democracy. Their defenders propose various institutional ''shortcuts'' to help solve problems of democratic governance such as overcoming disagreements, citizens' political ignorance, or poor-quality deliberation. However, all these shortcut proposals require (...)
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  43.  21
    Managerial Efficiency, Corporate Social Performance, and Corporate Financial Performance.Seong Y. Cho & Cheol Lee - 2019 - Journal of Business Ethics 158 (2):467-486.
    Managers face an ethical dilemma in the allocation of scarce resources to corporate social responsibility because the underlying managerial incentives behind such CSR spending can range from pure altruism to complete financial orientation. Despite the importance of the managerial role in implementing CSR, prior studies generally have treated the role of managers as an exogenous factor. This study builds on recent studies on the managerial characteristics in studies on CSR by examining how managerial efficiency influences the (...)
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  44.  30
    Managerial Ethics: An Empirical Study of Business Students in the American University of Beirut.Philippe W. Zgheib - 2005 - Journal of Business Ethics 61 (1):69-78.
    This is a study that investigated the extent of use of the three principles of ethics – utility, morality, and justice – in managerial ethical decision making, in addition to the personal attitude towards them. It involved undergraduate and graduate business students (total N=163) from the Olayan School of Business in the American University of Beirut, Lebanon. Two kinds of measurements were done: self assessment, and testing with the Saschkin’ s Managerial Value Profile (1997). It showed that morality (...)
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  45. Toward a Practical Politics of Property-Owning Democracy: Program and Politics.Property-Owning Democracy - 2012 - In T. Williamson (ed.), Property-Owning Democracy: Rawls and Beyond. Wiley-Blackwell. pp. 223.
  46. Managerial Responsibility as Negotiated Order: A Social Construction Perspective.Loréa Baïada-Hirèche, Jean Pasquero & Jean-François Chanlat - 2011 - Journal of Business Ethics 101 (S1):17-31.
    This article examines how employees form their perceptions of managerial responsibility in a concrete organizational setting. Drawing on negotiated order theory, it shows that these perceptions are the result of complex processes of social construction and negotiation, rather than the application of predetermined ethics models or norms. Employees’ perceptions appear to be unstable; they are subject to constant alterations, fluctuating with the organizational circumstances, and are likely to create considerable organizational perturbations, especially when managers make complex and ambiguous decisions. (...)
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  47.  2
    Is Democracy Coming to Knock on China’s Door? A Reply to Jiwei Ci’s Democracy in China.Joseph Chan - 2022 - Dao: A Journal of Comparative Philosophy 21 (3):451-466.
    Jiwei Ci’s Democracy in China: The Coming Crisis presents an extraordinarily rich set of ideas regarding the important subject of the prospect of democracy in China. The book argues that it is in the interest of the Chinese Communist Party to immediately begin to prepare China for democracy, as that is the only way to save the party and China from imminent crises of legitimacy, governance, and stability. Drawing upon Tocqueville’s discussion of equality of conditions in America, (...)
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  48. Democracy and Education.John Dewey - 1916 - Dover Publications.
    The distinguished author of books on psychology, ethics, and politics, John Dewey specialized in the philosophy of education. In this landmark work on public education, Dewey discusses methods of providing quality public education in a democratic society. First published close to 90 years ago, Democracy and Education sounded the call for a revolution in education, stressing growth, experience, and activity as factors that promote a democratic character in students and lead to the advancement of self and society. Unabridged reproduction (...)
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  49.  12
    Against Democracy: New Preface.Jason Brennan - 2016 - Princeton University Press.
    Hobbits and hooligans -- Ignorant, irrational, misinformed nationalists -- Political participation corrupts -- Politics doesn't empower you or me -- Politics is not a poem -- The right to competent government -- Is democracy competent? -- The rule of the knowers -- Civic enemies.
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  50.  7
    Discursive Democracy: Politics, Policy, and Political Science.John S. Dryzek - 1990 - Cambridge University Press.
    In this book, John Dryzek criticizes the dominance of instrumental rationality and objectivism in political institutions and public policy and in the practice of political science. He argues that the reliance on these kinds of politics and to technocracies of expert cultures that are not only repressive, but surprisingly ill-equipped for dealing with complex social problems. Drawing on critical theory, he outlines an alternative program for the organization of political institutions advocating a form of communicatively rational democracy, which he (...)
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