Although not always termed “organizational justice,” the fairness of organizations has been a consistent concern of management thinkers. A review of the 1900–1965 time period indicates that management theorists primarily conceptualized organizational justice in utilitarian terms, although each theory emphasized distributive and procedural justice to different degrees. There is clearly a need for contemporary scholars to consider non-economic rationales for organizational justice, but the willingness of earlier scholars to make utilitarian arguments about organizational justice and productive efficiency (...) helped legitimize the idea of fairness in organizations as an arbiter of value. Further, each theory tempered absolute managerial autonomy with some inherent check thereon. Researchers interested in organizational justice should therefore take a historical perspective in considering how management theory includes consideration of justice-related concerns. (shrink)

Digital innovations are rapidly changing the contemporary workplace. Big Tech companies marketing algorithmic management increasingly decide on the Future of Work. Political responses, however, often focus on managing the impact of these technologies on workers. They leave the question of how these technologies are designed or how workers can determine their own futures unanswered. This approach risks surrendering the Future of Work debate to techno-determinist imaginaries aligned with corporate interests. Using Cornelius Castoriadis’ early writings on worker struggles in French (...) Tayloristic factories and his later oeuvre on conflictual social imaginaries, I propose an agonistic approach to the Future of Work. Not merely companies implementing workplace technologies, but also workers themselves possess agency in determining the Future of Work. Workers’ frequent contestations against machinic surveillance and technologically mediated coordination of the labour process disclose an alternative Future of Work in which technologies are used to enhance worker autonomy rather than bureaucratic control. Worker struggles at Amazon Mechanical Turk illustrate this agonistic dynamic: Amazon mobilizes algorithmic management to fragment and control a workforce of globally dispersed remote workers, but the latter form online social communities and create counter-technologies to reappropriate control over the labour process. (shrink)

As a form of the informal economy, countries around the world have different policies towards street vendors. This paper constructs a law enforcement game model composed of the Chengguan, street vendors, and urban residents in China. Based on the evolutionary game theory, we achieved the evolutionary stable equilibrium points under complying with different constraint conditions by solving the replicator dynamic equations of parties in the dynamic system. Through the gradual stability analysis of the equilibrium point, the stable strategy of (...) the evolutionary game can be calculated. It is found that the flexible law enforcement behavior of urban management departments plays an important leading role in urban street governance. Flexible law enforcement not only requires macro policy arrangements but also tests the executive wisdom of street bureaucrats. (shrink)

In communities of user-generated content, systems for the management of content and/or their contributors are usually accepted without much protest. Not so, however, in the case of Wikipedia, in which the proposal to introduce a system of review for new edits (in order to counter vandalism) led to heated discussions. This debate is analysed, and arguments of both supporters and opponents (of English, German and French tongue) are extracted from Wikipedian archives. In order to better understand this division of (...) the minds, an analogy is drawn with theories of bureaucracy as developed for real-life organizations. From these it transpires that bureaucratic rules may be perceived as springing from either a control logic or an enabling logic. In Wikipedia, then, both perceptions were at work, depending on the underlying views of participants. Wikipedians either rejected the proposed scheme (because it is antithetical to their conception of Wikipedia as a community) or endorsed it (because it is consonant with their conception of Wikipedia as an organization with clearly defined boundaries). Are other open-content communities susceptible to the same kind of ‘essential contestation’? (shrink)

In International Relations (IR) scholarship, the epistemic communities’ framework has gained relevance for explaining the roles of experts in the context of transnational global governance. However, IR scholars have criticized the framework for descriptive reasoning. This paper aims to strengthen its explanatory power by following rules of a systematic literature review and by using Desmond’s conception of professionalism to further develop Cross’s model of epistemic community. Desmond introduced his concept of professionalism as a response to bureaucratic and market trends (...) in scientific research and Cross developed her concept of professionalism as a comprehensive reconceptualization of Haas’s original model of an epistemic community. The results confirm compatibility between the two concepts. Following the structure of Cross’s model of professionalism, individual autonomy operationalizes selection and training, collective autonomy covers the face-to-face meetings, and the service provision operationalizes the common culture. (shrink)

Our aim in this chapter is to draw lessons from current theory on the evolution of human cooperation for the management of contemporary commons. Evolutionary theorists have long been interested in cooperation but social scientists have documented patterns of cooperation in humans that present unusual problems for conventional evolutionary theory (and for rational choice explanations as well). Humans often cooperate with nonrelatives and are prone to cooperate in one-shot games. Cooperation is quite dependent on social institutions. We (...) believe that this last fact is the critical clue to understanding human cooperation. Models of cultural evolution suggest that group selection is a more potent force on culture than on genes. Evolutionary theory is in essence a theory of preferences in terms of rational actor theory and is thus complementary to the bounded rational choice models that underpin so much theorizing in the social sciences. Thus, the theory suggests a source for prosocial impulses, and leads to predictions about the limits of human altruism and constraints likely to be imposed upon the evolution of social institutions. We also consider the dynamics of genes as they coevolved with increasingly sophisticated cultural institutions over the long course of human evolution in the Pleistocene. We hypothesize that the long exposure of human populations to group selected cultural norms and preferences is likely to have resulted in an innate psychology adapted to living in egalitarian, cooperative societies of a few hundred to a few thousand people. We call this the tribal social instincts hypothesis. The evolution of complex societies in the past few thousand years constitutes a series of natural experiments that test this hypothesis. If it is correct, the institutions of complex societies must somehow take advantage of the prosocial elements of the tribal instincts while finessing the problem that the tribal social instincts are ill adapted to life in large, hierarchical, inegalitarian societies with extensive dominance of subordinates by elites.. (shrink)

Our aim in this chapter is to draw lessons from current theory on the evolution of human cooperation for the management of contemporary commons. Evolutionary theorists have long been interested in cooperation but social scientists have documented patterns of cooperation in humans that present unusual problems for conventional evolutionary theory (and for rational choice explanations as well). Humans often cooperate with nonrelatives and are prone to cooperate in one-shot games. Cooperation is quite dependent on social institutions. We (...) believe that this last fact is the critical clue to understanding human cooperation. Models of cultural evolution suggest that group selection is a more potent force on culture than on genes. Evolutionary theory is in essence a theory of preferences in terms of rational actor theory and is thus complementary to the bounded rational choice models that underpin so much theorizing in the social sciences. Thus, the theory suggests a source for prosocial impulses, and leads to predictions about the limits of human altruism and constraints likely to be imposed upon the evolution of social institutions. We also consider the dynamics of genes as they coevolved with increasingly sophisticated cultural institutions over the long course of human evolution in the Pleistocene. We hypothesize that the long exposure of human populations to group selected cultural norms and preferences is likely to have resulted in an innate psychology adapted to living in egalitarian, cooperative societies of a few hundred to a few thousand people. We call this the tribal social instincts hypothesis. The evolution of complex societies in the past few thousand years constitutes a series of natural experiments that test this hypothesis. If it is correct, the institutions of complex societies must somehow take advantage of the prosocial elements of the tribal instincts while finessing the problem that the tribal social instincts are ill adapted to life in large, hierarchical, inegalitarian societies with extensive dominance of subordinates by elites.. (shrink)

This essay responds to criticisms of and reflections on A Theory of Truces offered by Keith Breen, David Lyons, Colleen Murphy and Thaddeus Metz. I focus on the place of truces within just war theory, the permissibility of making truces with particularly unsavory actors, the tension between present and future considerations in truce making, and Truce Thinking as an instance of non-ideal theory.

The purpose of this research is to provide an overview of state governance for corporate social responsibility (CSR) in the countries of the Gulf Cooperation Council (GCC). A systemic literature review method is employed to collect 88 relevant publications, and a qualitative coding method is used to identify 98 governance instruments from those publications. These are grouped into 13 themes and then examined within three conceptual models. The findings reveal that most of the instruments are geared towards ethical expectations, internal (...) and external social responsibility, raising awareness, and socio‐economic development. The findings are then explored within four theories. The results suggest that CSR governance in the GCC is at a moderate to high level of bureaucratization; reflects Islamic identity, national development targets, and business accountability; is between the stages of habitualization and objectification; and relies mostly on normative pressures. Recommendations for policymakers and company managers are then presented based on these findings. (shrink)

Theory of Management 4 University of Žilina (2011) .

This essay articulates a crucial and neglected element of a general theory of the ethics of bureaucratic organizations, both private andpublic. The key to the approach developed here is the thesis that the distinctive ethical principles applicable to bureaucratic organizations are responses to the distinctive agency-risks that arise from the nature of bureaucratic organizations as complex webs of principal/agent relationships. It is argued that the most important and distinctive ethical principles for bureaucratic organizations express commitments (...) on the part of bureaucrats that function to reduce the agency risks that are inherent in such organizations. This approach to the ethics of bureaucratic organizations is shown to be more illuminating than those that concentrate exclusively or primarily on determining the conditions for corporate responsibility or on the idea that the ethical obligations distinctive of bureaucracies are role-derived. (shrink)

This paper attempts to explore the philosophical argument regarding an account of the development of management orientations and attributes a historical succession of these orientations to a human hereditary. It is hard to find such a consolidate and plausible theory which may provide deep insight into the history and theory of management. This paper is theoretical, based on literature and philosophical analysis. It argues that human behaviours become a force and its treatment cause the variance in (...) human management. The management with respect to human has periodically recognised these forces and acquired the tools for treatment of such forces. In this paper, theoretically through deductive-partial inductive approach, human forces are classified into six dimensions (gender, attain, social, relational, metaphysical and heredity force) and subsequently in four orientations of management (demo, socio, psycho-socio and meta-oriented management). Demo and socio-oriented management are explored with historical context, while the psycho-socio oriented management is argued with theoretical considerations, i.e., theories related to human work behaviour, performance, need and satisfaction. In last, a plausible argument is presented for meta-oriented management by considering its application in existing corporate structure management. (shrink)

By the year 2000, the management of education in England had lost much of its capacity to ensure the commitment of headteachers and teachers. As market forces engendered competition among schools, the bureaucratic monitoring of schools by agencies of government increased on the grounds that objective and comparable data about schools should be made public so that parents could express a rational choice of school. Levels of stress increased; workloads intensified. Thereafter, a series of ‘softer’ approaches emerged in (...) order to deal with this. They have coalesced around the concept of ‘leadership’, particularly distributed leadership and, more recently, emotional leadership and spiritual leadership. Distributed leadership draws on socio-cultural activity theory; emotional leadership is informed by positive psychology; spiritual leadership by eastern mysticism. Each has its advocates and its critics. At issue, however, is not so much their relative effectiveness but rather it is to relate them to the economic, cultural and political trends which have allowed them to emerge. These ‘soft’ normative leadership approaches have not supplanted a digitally-informed rational bureaucratic form in education; they are supplementing it. The theoretical stance taken falls within the field of critical theory. (shrink)

The most remarkable fact about the universe is that certain parts of it are conscious. Somehow nature has managed to pull the rabbit of experience out of a hat made of mere matter. Making its own contribution to the current, lively debate about the nature of consciousness, Theories of Consciousness introduces variety of approaches to consciousness and explores to what extent scientific understanding of consciousness is possible. Including discussion of key figures, such as Descartes, Foder, Dennett and Chalmers, the book (...) covers identity theories, representational theories, intentionality, externalism, and the new information-based theories. (shrink)

Despite their common core concept, philosophy and knowledge management (KM) have not yet found a mutually inspiring base. Theories of KM cite philosophical works, more or less adequately, while philosophy tends to ignore theories of KM. This article draws the sketch of a possible common basis for future developments in the direction of a philosophically inspired theory of knowledge management. Starting with the development of a concept of knowledge that is the base of the common understanding, the (...) critical review of knowledge management theories reveals conceptual flaws and the need for useful criteria to support successful KM. (shrink)

Despite their common core concept, philosophy and knowledge management (KM) have not yet found a mutually inspiring base. Theories of KM cite philosophical works, more or less adequately, while philosophy tends to ignore theories of KM. This article draws the sketch of a possible common basis for future developments in the direction of a philosophically inspired theory of knowledge management. Starting with the development of a concept of knowledge that is the base of the common understanding, the (...) critical review of knowledge management theories reveals conceptual flaws and the need for useful criteria to support successful KM. (shrink)

Everything we know about what goes on in the world comes to us through reports, information transmitted through human communication. We rely on reports, which can take any number of forms, to convey useful information, and we derive knowledge from that information. It's no surprise, then, that reporting has many philosophical dimensions. Because it plays such a major role in knowledge management, as Nicholas Rescher argues, the epistemology of reporting not only deserves our attention but also sheds important light (...) on how we understand the theory of knowledge. This book offers a clear, accessible introduction to the theory of reporting, with a special emphasis on national security, particularly military and diplomatic reporting, drawing on examples from historical accounts of espionage and statecraft from the Second World War. Rescher explores the various issues and problems related to the production and reception of reports - including reporter expertise and trustworthiness, transmission modalities, confidentiality, cognitive importance, and the interpretation, evaluation, and utilization of reports - providing readers with a distinctive and well organized philosophical clarification of some central features of the theory of reporting. (shrink)

At present, with the continuous rise in public consumption level, the pressure on college students’ entrepreneurship or employment is increasingly severe. Under the concept of positive psychological intervention, the present work aims to alleviate the entrepreneurial pressure of college students and improve college students’ entrepreneurial education through the analysis of enterprise management elements. A 3-month intervention experiment, including the pre-test, preventive curriculum intervention, post-test, and delayed test, is conducted on a control group and an experimental group, to investigate entrepreneurial (...) intention, emotional management ability, and ability to deal with entrepreneurial pressure of college students. In addition, based on a complex adaptive system, the enterprise management elements are analyzed, and a three-layer network model is constructed. Meanwhile, new diversified elements of enterprise management are defined to discuss the effectiveness and psychological impact of diversified management, proving that psychological security plays an intermediary role in the cross-layer relationship chain in the three-layer CAS network. The experimental results indicate that on the whole, the positive psychological intervention reduces the pressure of students in the experimental group, significantly ameliorates depression and anxiety, and promotes the positive personality in all directions. Besides, in the delayed test after 3 months, the experimental group can maintain a relatively better state than the control group. By exploring the role effectiveness and characteristics of diversified management, this experiment confirms that the improvement of psychological security under positive psychological intervention has a positive impact on the effectiveness of diversified management. The present work discusses the hierarchical construction in enterprise management and puts forward reasonable suggestions and theoretical development for the influence of the entrepreneurial practice of college students. (shrink)

This article presents a "new" theory of management for the new millennium: "new" not because singularly the ideas are recent, but because the combination of these older ideas collectively is novel. To some extent, this article represents the reestablishment of previously existing employment ethics that for various and sundry reasons lapsed into disuse in the past several decades. This article discusses employee relations ethics (ERE) in terms of an ERE credo and a set of assumptions. The modern millennium (...) mission states that all organizations (public and private) should primarily be employee centered, not owner or administrator controlled, customer or client driven, or both. (shrink)

In earlier work, I have presented an interpretation of Obligationes as logical games of consistency maintenance; this interpretation has some advantages, in particular that of capturing the multi-agent, goal-oriented, rule-governed nature of the enterprise by means of the game analogy. But it has as its main limitation the fact that it does not provide a satisfactory account of the deontic aspect of the framework—i.e. of what being obliged to a certain statement consists in. In order to remedy this shortcoming, this (...) paper argues for the more encompassing thesis that Obligationes can be viewed as a theory of rational dialogical practices, in particular concerning the management of one's discursive commitments. The main inspiration for this interpretation comes from R. Brandom's inferentialist, normative pragmatism, but more generally, it relies heavily on a dialogical conception of logic. I argue that it offers a more compelling account of several aspects of the obligational framework, in particular the role of doubting responses and the ubiquity of obligational vocabulary in the context of scientific discourse in the medieval tradition. (shrink)

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, and authority justified as facilitating mutually beneficial cooperation. He also discusses the phenomenon of managerial authority, the authority that guides nongovernmental organization, and argues that managerial authority is best regarded not as the authority of a principal over an agent, but rather as authority that facilitates mutually beneficial cooperation among employees with different moral aims. Viewed in this way, there is a presumption that managerial authority should be democratically exercised by employees. Originally published in 1994. The Princeton Legacy Library uses the latest print-on-demand technology to again make available previously out-of-print books from the distinguished backlist of Princeton University Press. These editions preserve the original texts of these important books while presenting them in durable paperback and hardcover editions. The goal of the Princeton Legacy Library is to vastly increase access to the rich scholarly heritage found in the thousands of books published by Princeton University Press since its founding in 1905. (shrink)

The ArgumentIn this paper I challenge the “uncertainty reduction” argument — the dominant explanation for the rise of bureaucratic firms in the late nineteenth century. In contradiction to the agrument that “uncertainty” was a barrier to rational economic order and therefore needed to be reduced, I argue that “uncertainty” was manufactured, objectified, and reified in the course of developing industrial bureacracies. Using an alternative historical narrative I demonstrate that “uncertainty” was used to increase the “rationality” — i.e., control — (...) of hierarchies and to enhance the legitimacy of “rational planning.” In other words, strategies to “reduce uncertainty” increased the “certainty” — i.e., control and centrality — of rational planners but increased the “uncertainty” of their subordinates. I point to the fact that the “uncertainty reduction” argument became a central element in the professional idelogy of management and a focal point in management education programs. Furthermore, the canonical organization theory in the social sciences adopted the rhetoric, logic, and epistemlogy produced by the agents under its study and disseminated their ideology. Through their interrelationship in organization theory, “uncertainty” and “rationality” were enacted as two binary opposites that reproduce each other and construct one “coherent” scheme. (shrink)

A contribution to management philosophy is made here by the development of a postcolonial-storytelling theory, created by drawing together parallel developments in quantum physics and tribal peoples’ storytelling. We argue that these developments resituate the hegemonic relationship of discursive representationalism over material storytelling practices. Implications are two-fold. First, this dissolves inherent dualisms presumed in the concept of interactionamong entities like actor–structure, subject–object and discursive–nondiscursive in favour of a profound ontology of entanglement and intra-action of materiality and discourse, where (...) storytelling is a domain of this discourse. Second, postcolonial phenomena are understood as results of entangled genealogies in which plural voices are present. This implies an understanding and awareness of the intra-action of imperial narratives and material storytelling and antenarrative resistance, and thus the resistance and contestation to imperial and colonising monologic narratives of spatial and temporal alignment. (shrink)

An extended analysis compared to observations shows that modern “globalised” world civilisation has passed through the invisible “complexity threshold”, after which usual “spontaneous”, empirically driven kind of development (“invisible hand” etc.) cannot continue any more without major destructive tendencies. A much deeper, non-simplified understanding of real interaction complexity is necessary in order to cope with such globalised world development problems. Here we introduce the universal definition, fundamental origin, and dynamic equations for a major related quantity of (systemic) risk characterising real (...) complex system development tendencies at any level of dynamics. Practically important conclusions are derived, opening further detailed applications in economy, finance and development practice. (shrink)

Based on the expanded theory of planned behavior, this study first explores the configuration relationship between founder management and innovation by using the fuzzy-set qualitative comparative analysis. Based on the theory of planned behavior, this study divides the behavior intention of founders into three categories: Attitude, subjective norm, and perceived behavior control. Using fsQCA, we found that there are two ways to achieve high innovation input of enterprises. In combination with the two ways, the factors such as (...) male and highly educated founder, and large firm size can effectively increase the innovation input of firms, which is consistent with the three aspects of the behavioral intention of the theory of planned behavior, and it proves that the theory of planned behavior can effectively explain the configuration relation between the founder and firm innovation. In addition, this study finds that the innovation output is different from the innovation input, is dependent on the innovation ability of the firm itself, and is less influenced by the external environment. (shrink)

Theory of mind is a key consideration in autism spectrum conditions and is frequently associated with social, emotional, behavioural and mental health difficulties. The latest practical workbook in the Talkabout series, this book is designed to support those for whom theory of mind does not come naturally. It teaches strategies that can be used to identify others' thoughts and feelings based on their behaviour, as well as how to adapt behaviour in order to competently manage social situations and (...) have positive interactions. With fully illustrated activities covering topics such as thoughts, feelings and actions, knowledge and beliefs, and respect, the programme outlined in this book can be used with children and young people to develop and confidently implement an awareness of theory of mind. Key features include: Assessments, targets, lesson plans and over ninety activities to support theory of mind Structured activities which progress from simple concepts to more complex skills Opportunities for skills to be practiced and recapped Fully photocopiable and downloadable resources Packed full of flexible activities to suit different levels and ages, this is a vital resource for educators and therapists looking to support children and young people with poor theory of mind as they develop the skills necessary to create positive interactions. (shrink)

In this work the authors present a general theory of bureaucracy and use it to explain behaviour in large organizations and to explain what determines efficiency in both governments and business corporations. The theory uses the methods of standard neoclassical economic theory. It relies on two central principles: that members of an organization trade with one another and that they compete with one another. Authority, which is the basis for conventional theories of bureaucracy, is given a role, (...) despite reliance on the idea of trade between bureaucracies. It is argued, however, that bureaucracies cannot operate efficiently on the basis of authority alone. Exchange between bureaucrats is hampered because promises are not enforceable. So trust and loyalty between members of bureaucratic networks play an important part. The authors find that vertical networks promote efficiency while horizontal ones impede it. (shrink)

Although not always termed “organizational justice,” the fairness of organizations has been a consistent concern of management thinkers. A review of the 1900–1965 time period indicates that management theorists primarily conceptualized organizational justice in utilitarian terms, although each theory emphasized distributive and procedural justice to different degrees. There is clearly a need for contemporary scholars to consider non-economic rationales for organizational justice, but the willingness of earlier scholars to make utilitarian arguments about organizational justice and productive efficiency (...) helped legitimize the idea of fairness in organizations as an arbiter of value. Further, each theory tempered absolute managerial autonomy with some inherent check thereon. Researchers interested in organizational justice should therefore take a historical perspective in considering how management theory includes consideration of justice-related concerns. (shrink)

Although not always termed “organizational justice,” the fairness of organizations has been a consistent concern of management thinkers. A review of the 1900–1965 time period indicates that management theorists primarily conceptualized organizational justice in utilitarian terms, although each theory emphasized distributive and procedural justice to different degrees. There is clearly a need for contemporary scholars to consider non-economic rationales for organizational justice, but the willingness of earlier scholars to make utilitarian arguments about organizational justice and productive efficiency (...) helped legitimize the idea of fairness in organizations as an arbiter of value. Further, each theory tempered absolute managerial autonomy with some inherent check thereon. Researchers interested in organizational justice should therefore take a historical perspective in considering how management theory includes consideration of justice-related concerns. (shrink)

We propose adding a temporal dimension to stakeholder management theory, and assess the implications thereof for firm-level competitive advantage. We argue that a firm’s competitive advantage fundamentally depends on its capacity for stakeholder management related, transformational adaptation over time. Our new temporal stakeholder management approach builds upon insights from both the resource-based view (RBV) in strategic management and institutional theory. Stakeholder agendas and their relative salience to the firm evolve over time, a phenomenon well (...) understood in the literature, and requiring what we call level 1 adaptation. However, the dominant direction of stakeholder pressures can also change, namely, from supporting resource heterogeneity at the firm level to fostering industry homogeneity, and vice versa. When dominant stakeholder pressures shift from supporting heterogeneity towards stimulating homogeneity in industry, the firm must engage in level 2 or transformational adaptation. Stakeholders typically provide valuable resources to the firm in an early stage . Without these resources, which foster heterogeneity (in line with RBV thinking), the firm would not exist. At a later stage , stakeholders also contribute to inter-firm homogeneity via isomorphism pressures (in line with institutional theory thinking). Adding a temporal dimension to stakeholder management theory has far reaching implications for this theory’s practical relevance to senior level management in business. (shrink)

The merits of set theory as a foundational tool in mathematics stimulate its use in various areas of artificial intelligence, in particular intelligent information systems. In this paper, a study of various nonstandard treatments of set theory from this perspective is offered. Applications of these alternative set theories to information or knowledge management are surveyed.

In Search of Excellence was the book that launched a thousand popular management books. In this concise book, David and Jack Collins demonstrate the emptiness of business excellence and in so doing reveal the flawed foundations of popular management theory. Focusing upon the conduct of those organizations vaunted as 'exemplars of excellence' the authors build upon insightful case reports to demonstrate wholesale misconduct at the very heart of the excellence project. Indeed, The Emptiness of Business Excellence demonstrates (...) that the exemplars of excellence indulged bribery, corruption, racism, sexism and anti-Semitism...and more besides! Furthermore, the book demonstrates that, despite their claims to knowledge, Peters and Waterman often knew little about the financial performance of their excellent organizations and were either unaware of or had chosen to overlook reports which highlighted deeply problematic conduct within those formations, which they offered as beacons for change and renewal. This book will be of interest to researchers, scholars and students with an interest in business and management, especially those focusing on the realities of managerial practice. (shrink)

Libertarian theories of the normative core of the corporation hold in common the view that is the responsibility of publicity held corporations to return profits to shareholders within the bounds of certain moral side-constraints. Side-constraints may be either weak (grounded in the rules of the game) or strong (grounded in rights). This essay considers libertarian arguments regarding the normative core of the corporation in the context of global capitalism and in the light of actual corporate behavior. First, it is argued (...) the weak side-constraints view is conceptually incoherent when applied in a global context. Second, it is argued that proponents of the libertarian strong side-constraints view lack an adequate theory of rights. Third, both the weak side-constraints view and the strong side-constraints view are shown to be unsatisfactory insofar as they fail to adequately address the coercive power of corporations. The main conclusion of this essay is that a viable libertarian theory of the corporation has yet to be articulated. (shrink)

Previous studies have confirmed that individual waste management behavior is influenced by both rational-based and altruistic-oriented beliefs and attitudes. Scholars incorporated personal norms in Ajzen’s theory of planned behavior and confirmed its usefulness in predicting waste management behavior. However, limited attention has been paid to the interactions between the variables in the model. Scholars also commented that the cognitive dimension was largely neglected in the current socio-psychological framework of waste management behavior. This study intends to address (...) this issue by incorporating environmental concern and environmental knowledge in the model and examining the psychological paths linking these variables to waste management behavior within the expanded model of planned behavior. Based on a cross-sectional survey among 434 university students in China, the results showed that subjective norms, perceived behavioral control, personal norms, and environmental knowledge were essential predictors of waste management behavior, whereas the direct effect of attitude was not statistically significant. Environmental concern and subjective norms could influence waste management behavior through personal norms. Environmental knowledge could influence waste management behavior indirectly through environmental concern, personal norms, and perceived behavioral control. Moreover, perceived behavioral control served as a mediator between the relationship of personal norms and waste management behavior. (shrink)

This paper explicates a Marxian theory of management that suggests that the social relation to be managed in capitalism is the separation of the political from the economic. While it is commonly understood that this must be an active process of management taken up on behalf of modern capitalist states, this paper suggests that the market mechanism itself also assumes this role without the active intervention of any managerial direction. The intensive expansion of the market facilitates a (...) management function of subverting the political deliberation which challenges the political-economic separation that could otherwise be expected in neoliberal restructuring. Both the changing nature of consumption and the growth of the small business sector are cited as examples of ways in which neoliberalism reproduces itself in the presence of social contradiction but in the absence of any actively planned strategy of management to deal with those contradictions. (shrink)

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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In this paper I argue that the dominance of certain paradigms and theories on policies can have an influence on the value added by impact assessments. A link exists between paradigms and theories and policies and consequently the practices humans develop to tackle real world problems. I also argue that different types of thinking (contained in paradigms and theories) need to be integrated, at least at the scientific level, to enhance our understanding of social phenomena. This in turn can have (...) a positive influence on policy processes that follow impact assessment recommendations. I am not arguing for the adoption of theoretical positions by practitioners, Instead, I contend that if impact assessments are informed by a variety of paradigms and theories, the policy practitioner might have a better understanding of the issue and the moral choices he or she needs to make. I will highlight the connection between theory and policies with practical examples from the social impact assessment of the De Hoop Dam, which was constructed on the Steelpoort River. I also argue for an integration of different theories to give a deeper understanding of real world problems. (shrink)

This study investigates the complexities in the relationship between perceptions of organizational politics and performance ratings by examining the moderating effect of impression management on that relationship. Expectancy theory was employed to better understand the moderating effect. We proposed that two kinds of impression management tactics occurred: supervisor-focused and job-focused, respectively. It was hypothesized that increased exercise of impression management would mitigate the negative effects of perceptions of organizational politics and performance ratings. Data were collected from (...) 290 full-time employees of ten state-owned enterprises in Taiwan. Hierarchical moderated regression analysis of data revealed that the job-focused tactics exerted a significant moderating effect on the relationship between perceptions of organizational politics and performance ratings. When perceptions of organizational politics are low, employees who engage in high levels of job-focused impression management tactics are more likely to gain better ratings than those who employ low-level tactics. (shrink)