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Philosophy of Management

Volume 12
Philosophy of Management as Moving Beyond Critical Axiologies

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Displaying: 1-10 of 21 documents

1. Philosophy of Management: Volume > 12 > Issue: 3
Paul Griseri Ontology and the Good in Organisations
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2. Philosophy of Management: Volume > 12 > Issue: 3
David Ardagh A Critique of Some Anglo-American Models of Collective Moral Agency in Business
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The paper completes a trilogy of papers, under the title: “A Quasi-Personal Alternative to Some Anglo-American Pluralist Models of Organisations: Towards an Analysis of Corporate Self-Governance for Virtuous Organisations”. The first two papers of the three are published in Philosophy of Management, Volumes 10,3 and 11,2. This last paper argues that three dominant Anglo-American organisational theories which see themselves as “business ethics-friendly,” are less so than they seem. It will be argued they present obstacles to collective corporate moral agency. They are: 1) the dominant “soft pluralist” organisational theory of Bolman and Deal, published in 1984 and more recently expressed in Reframing Organisations: Artistry, Choice, and Leadership, 5th edition, 2013, which is based on “reframing,” and which we will call reframing theory (RT); 2) the Business Ethics deployment of Stakeholder Management Theory (SMT) associated with R. Edward Freeman, and several colleagues, dominant in the same period (1984-); and 3) to a much lesser degree, an adapted version of SMT in the IntegratedSocial Contract Theory (ISCT) of Donaldson and Dunfee (Ties That Bind, Harvard Business School Press (1999)).This paper suggests a return, from RT, SMT, and ISCT, to an older “participative-structuralist” Neo-Aristotelian virtue-ethics based account, based on an analogy between “natural” persons, and organisations as “artificial” persons, with natural persons seen as “flat” architectonically related sets of capacity in complementary relation, and organisations as even flatter architectonic hierarchies of groups of incumbents in roles. This quasi-personal model preserves the possibility of corporate moral agency and some hierarchical and lateral order between leadership groups and other functional roles in the ethical governance of the whole corporation, as a collective moral agent. The quasi-person model would make possible assigning degrees of responsibility and a more coherent interface of Ethics, Organisational Ethics, and Management Theory; the reconfiguring of the place of business in society; an alternate ethico-political basis for Corporate Social Responsibility; and a rethinking of the design of the business corporate form, within the practice and institutions of business, but embedded in a state as representing the community.
3. Philosophy of Management: Volume > 12 > Issue: 3
Amanda Loumansky, David Lewis A Levinasian Approach to Whistleblowing
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This article draws on the work of the philosopher Emmanuel Levinas to offer a fresh insight into the law’s response to the issue of whistleblowing. In order to achieve this we briefly outline the main themes of his philosophy of otherness which insists that the very essence of ethics springs from the subjection (a succumbing) of the Subject to the ethical call of the Other. We provide a short description of the UK law on whistleblowing before undertaking a Levinasian reading of a particular case in order to consider the dilemma that confronts the judge in framing an ethical response to the whistleblower as Other.
4. Philosophy of Management: Volume > 12 > Issue: 3
Martin Mullins, Philip O’Regan, Stephen Kinsella, Kathleen Regan Accounting for Intangibles, the Knowledge Economy and the Issue of Memory; Some insights from Philosophy of Bergson
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Value is increasingly found in human subjects and in particular within their minds. This places the individual at the centre of economic life and therefore the inner life of individual merits more attention. A key element of humanity is memory and it drives such phenomena as trust and goodwill, essential in modern business. Bergson’s philosophy examines the interaction of mind and matter and in this reflects the dualism of the knowledge economy. His work on memoryoffers important insights for those seeking to account for and manage intangible assets. Our paper examines, through the prism of Bergsonian philosophy, the implications for accounting practice of the increased importance of intangible assets in modern corporations.
5. Philosophy of Management: Volume > 12 > Issue: 3
Mark Amadeus Notturno, Rod Thomas A Dialogue on Banking and the Open Society
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This paper notes that a dialogue is both a form of writing and a means by which thought and the process of thinking may be explored. It relates the latter notion to the Socratic method of inquiry and two of its philosophical legatees: Sir Karl Popper’s philosophy of critical rationalism and his idea of ‘Open Society’. It uses the former notion to present a dialogue that examines the so-called banking “credit crunch” from a perspective that is informed by critical rationalism. The dialogue explores the philosophical, methodological and practical difficulties in formulating and testing an explanation of an event of this kind. The paper notes that these difficulties are relevant to the investigation that is currently being conducted by the United Kingdom’s Parliamentary Commission on Banking Standards.
critical review
6. Philosophy of Management: Volume > 12 > Issue: 3
Naud van de Ven Heil, D. (2011) Ontological Fundamentals for Ethical Management: Heidegger and the Corporate World
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7. Philosophy of Management: Volume > 12 > Issue: 3
Thomas Klikauer Ethics for Managers – Avoiding Philosophy & Managerial Reality by Joseph Gilbert
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8. Philosophy of Management: Volume > 12 > Issue: 2
David W. Lutz, Isaac Hailemariam Desta African Philosophy of Management
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9. Philosophy of Management: Volume > 12 > Issue: 2
Gido Mapunda African Philosophy of Management in the Context of African Traditional Cultures and Organisational Culture: The Case of Kenya and Tanzania
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Despite the fact that management programmes provided by African universities are based on Western ontology, there exists a philosophy of management that is uniquely African. It is necessary to discover, understand and nurture this philosophy in order to explain why African managers behave in the ways they do. The African philosophy of management is premised on African traditional cultures, which have a strong influence on the organisational culture of African organisations. For example, despite many Africans undertaking university degrees based on Western ontology at home and overseas, they inadvertently revert to African management philosophy in their (African) organisations. Consequently, the African philosophy of management significantly affects how African managers manage African organisations. The location of the author’s research for this paper is the neighbouring East African nations of Kenya and Tanzania. Although the limitation of the research to these two countries means that the research findings cannot be generalised to other African economies, it may nevertheless point to possible patterns of African management philosophy to be found in other economies of sub-Saharan Africa. Arguably, African management philosophy plays a key role at different levels in African organisations, with both positive and negative consequences. This paper explores such a role and its consequences. It also examines its implications for socio-economic development and social advancement for African peoples. It is widely accepted, for example, that African institutionsand organisations are very corrupt. Africans do not have a monopoly on corruption, but a question of interest for this paper is whether the African philosophy of management contributes to corruption in the two countries on which this paper focuses, and what inferences may be drawn for other economies in sub-Saharan Africa. This paper includes both conceptual and field research in its exploration of the African philosophy of management. It is premised on the view that, while the Western world may not recognise or even think about an African philosophy of management, such a philosophy does exist. The effective management of African private and public organisations is not possible, if the African philosophy of management is not understood and accommodated in the management of African organisations. An understanding is critical for socio-economic development and social advancement, especially for Africans in Kenya and Tanzania, and also for the rest of sub-Saharan Africa.
10. Philosophy of Management: Volume > 12 > Issue: 2
Colin Chasi The Beautyful
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The study of corporate governance is importantly concerned with individuals and institutions and how individuals and institutions relate with/in society in such a manner that the good obtains. This paper begins with an analysis of Ayi Kwei Armah’s The Beautyful Ones Are Not Yet Born (1968) in order to introduce the post-colonial African condition of corruption and abject suffering as one that begs recognition of the place of corporate governance in advancing the good life. The question raised is of where the things are that would prepare the way to the good or ‘beautyful’ life. This question is raised in the understanding that situations inform how individuals behave. Two case studies of business organisations acting against HIV and AIDS are then looked at to suggest how business has a key role in turning individuals and thereby societies of Africa towards the good. The observation is that work being done to combat the harmful effects of HIV and AIDS is instructive of ways in which corruption and abject suffering may be arrested in post-colonial Africa by advancing a culture of recognition and granting of human dignity that is reflective of and supportive of good corporate governance practices and principles.