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1 – 10 of 15Sustainability has long been known to present an epistemic challenge. In the corporate setting, this challenge translates into the difficulties experienced by managers not only in…
Abstract
Purpose
Sustainability has long been known to present an epistemic challenge. In the corporate setting, this challenge translates into the difficulties experienced by managers not only in devising solutions to corporate sustainability problems, but even in developing the awareness of the latter. The paper explores how these difficulties may be overcome by corporate stakeholder management policies.
Design/methodology/approach
The paper develops a conceptual framework that reconstructs the Hayekian theory of market process in the context of Williamson's (1996) distinction between autonomous and cooperative adaptation.
Findings
Applying the Hayekian theory of market process to the process of engagement and collaboration of corporate stakeholders, the paper shows how the latter process may address the epistemic challenge of corporate sustainability and derives implications for the design of business models for sustainability.
Originality/value
The paper informs stakeholder theory in two ways: first, stakeholder theory is given a novel justification in terms of reflecting the growing prominence of cooperative adaptation and second, corporate stakeholder management is shown to be crucial for maximizing not only economic but also sustainability performance.
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Vladislav Valentinov and Constantine Iliopoulos
Transaction cost economics sees a broad spectrum of governance structures spanned by two types of economic adaptation: autonomous and cooperative. Stakeholder theorists have drawn…
Abstract
Purpose
Transaction cost economics sees a broad spectrum of governance structures spanned by two types of economic adaptation: autonomous and cooperative. Stakeholder theorists have drawn much inspiration from transaction cost economics but have not paid explicit attention to the centrality of the idea of adaptation in this literature. This study aims to address this gap.
Design/methodology/approach
The authors develop a novel conceptual framework applying the distinction between the two types of economic adaptation to stakeholder theory.
Findings
The authors argue that the idea of cooperative adaptation is particularly useful for describing the firm’s collaboration with primary stakeholders in the joint value creation process. In contrast, autonomous adaptation is more relevant for firms interacting with secondary stakeholders who are not directly engaged in joint value creation and may not have formal contractual relationships with the firm. Accordingly, cooperative adaptation can be seen as vital for resolving team production problems affecting joint value creation, whereas autonomous adaptation addresses how the firm maintains legitimacy within the larger stakeholder environment.
Originality/value
Similar to its significance for transaction cost economics, the distinction between the two types of adaptation equips stakeholder theory with a new systematic understanding of a potentially broad spectrum of firm–stakeholder collaboration forms.
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This paper aims to offer a new history of management by tracing a religious dimension of scientific management. The thesis is that the good was foundational for bringing…
Abstract
Purpose
This paper aims to offer a new history of management by tracing a religious dimension of scientific management. The thesis is that the good was foundational for bringing scientific management to success in Taylor’s native Quaker Philadelphia in the 1880s. The paper’s main contribution is to contrast the philosophical origins of Taylor’s ideas in scientific management to his native Quaker roots, and how Taylor, over time, into the 1910s, wrestled with this issue.
Design/methodology/approach
The paper is situated in historical interpretivism and subjectivism, leaning on contextual and narrative research on religious morality.
Findings
Quaker morality prevented managerial opportunism at Taylor’s Midvale Steel in the 1880s. Conversely, by the 1900s and 1910s, interest conflicts between workers and managers escalated when scientific management moved out of its traditional cultural contexts of Quaker Philadelphia and spread across the USA. The historical implication is, already for Taylor’s time, that scientific management never was the “one-best way” of management.
Research limitations/implications
Future research needs to deepen and broaden research on scientific management when tracing the significance of religion and culture in management thought.
Practical implications
The paper has implications for modern studies of business morality by uncovering the practical relevance of religious business ethics at the outset of management studies.
Social implications
The historic emergence of scientific management points to a theory of institutional evolution and economic growth, when religiously grounded governance of the firm deinstitutionalized, and institutional economic governance, with different but superior economic advantages, progressed by the 1900s.
Originality/value
The paper suggests an alternative version of the intellectual heritage of management studies by tracing the legacy of Taylor’s Quakerism and how religious and cultural ideas contributed to the formation of science in management.
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Charlie Yang, Ekaterina Ivanova and Maria Ivanova
Historically business education has put greater emphasis on rational analysis and the acquisition of instrumental and technical knowledge, while paying relatively scant attention…
Abstract
Historically business education has put greater emphasis on rational analysis and the acquisition of instrumental and technical knowledge, while paying relatively scant attention to developing business students’ soft skills such as self- and social awareness and emotional intelligence through contemplative learning. In light of the growing need for more open and diverse ways of knowing that are more holistic, emotional, and aesthetic in management education, the authors present a 2 × 2 framework of arts-based pedagogy which helps organize various arts-based practices currently used in management education. The authors also share their personal reflections on using artful practices, specifically focussing on two individual-level experiential learning activities (i.e. museum visits and e-portfolio projects) and one group-based participatory art project. The authors further discuss why creative thinking and innovative arts-based practices can open up a new possibility for filling the gaps in current management education, especially in regard to developing students’ self- and social awareness and environmental consciousness in a more creative manner.
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Ritab AlKhouri, Pashaar Halteh, Khaled Halteh and Milind Tiwari
This paper aims to outline how certain lessons from ethical systems can be relevant and applicable to tackling unethical behavior, including financial crime, within the finance…
Abstract
Purpose
This paper aims to outline how certain lessons from ethical systems can be relevant and applicable to tackling unethical behavior, including financial crime, within the finance profession.
Design/methodology/approach
This paper adopts a pragmatic perspective while acknowledging that there is a myriad of reasons managers act unethically, including the reality that many do so knowingly and deliberately. The matter is further complicated by human nature, given an individual’s behavior (ethical or unethical) is not easily discernable from their psychological, sociological, theological or cultural attributes.
Findings
Although such systems may not solve the problem of corrupt behavior, research suggests that industry professionals can learn to act in a more responsible and ethical manner. Given the wounded reputation of the financial sector, owing to their role in committing financial crimes such as money laundering, advances in ethical conduct would elevate both the effectiveness of the sector, as well as its reputation.
Originality/value
It is impractical to think we can completely resolve the problem of unethical behavior. Improvement, however, seems possible through promoting virtuous character traits and ethical behavior in individuals and organizations. Virtue ethics can play a significant role in combating financial crime and supporting anti-money laundering initiatives.
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In this chapter, the author explains the three components of Trilogy of Taoist Leadership – responsible business, responsible management and responsible leadership. The concepts…
Abstract
In this chapter, the author explains the three components of Trilogy of Taoist Leadership – responsible business, responsible management and responsible leadership. The concepts of business, management and leadership are defined from multiple angles, including an etymological perspective. The historical origins and evolution of these three areas are explored to provide a comprehensive understanding. The chapter concludes with a discussion of the interconnections among the trilogy's components and illustrates how the trilogy can contribute to the development of sustainable organizations.
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In this study, workplace spirituality is discussed in the context of remote work and the COVID-19 pandemic. First, the focus is on the changes in the meaning and function of…
Abstract
In this study, workplace spirituality is discussed in the context of remote work and the COVID-19 pandemic. First, the focus is on the changes in the meaning and function of employees in the organization during the evolutionary process of industrialization and management paradigms. Afterward, conceptual frameworks for spirituality and workplace spirituality are presented, and in the last section, academic studies that deal with workplace spirituality with distance or hybrid work arrangements are included. Early studies offer insights and recommendations on conceptualizing, developing, and managing workplace spirituality. They all emphasize that spirituality is necessary for remote work as a tool to overcome stress and mental health problems and increase employee well-being. Unfortunately, the remote work and workplace spirituality literature is relatively narrow and needs to be expanded.
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Nataly Farroukh, Leila Canaan Messarra and Manal Yunis
In light of COVID-19 and its subsequent disruptions, along with simultaneous changes and transformations taking place, job insecurity (JI) is significantly heightened among…
Abstract
Purpose
In light of COVID-19 and its subsequent disruptions, along with simultaneous changes and transformations taking place, job insecurity (JI) is significantly heightened among employees. This study aims to analyze how JI influences employees’ organizational citizenship behaviors (OCBs) and whether positive psychological capital (PsyCap) and grit moderate this relationship.
Design/methodology/approach
To test the study hypotheses, data was gathered during COVID-19 via convenience sampling. The collected data was analyzed using the Statistical Package for the Social Sciences software and Excel MegaStat.
Findings
The empirical data shows that qualitative JI has a negative relationship with OCB. PsyCap and grit moderate the relationship between both JI dimensions and OCB.
Practical implications
Managers can alleviate JI in the workplace by promoting PsyCap and grit among employees, both of which will sustain and promote OCB, even during difficult times.
Originality/value
This study bridges the gap in the literature regarding the impact of JI on employees’ OCB during the pandemic. This study also adds to the limited number of studies exploring personal resources as potential moderators between JI and organization citizenship behavior.
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