Search results

This study seeks to propose self‐governance in organisations based on choice‐making behaviour.

The paper examines selected literature on the behaviour of choice, moving from the individual as the unit of analysis to the organisation, in order to draw lessons for proper governance. To do so, it refers to a series of three independent studies, namely, of luxury, leadership and the role of luxury in helping to cope with organisational pressure.

The paper reviews the need for choice (or human logic), exemplified by the Theta and Lambda worldviews, and the difficulties in its proper implementation. A study into luxury reveals the role of luxury in choice‐making behaviour and the language used for making these choices. These findings are applied to a study into leadership and followed by a third and ongoing study that provides empirical evidence that tension in organisations results, in numerous cases, from an imposed lack of choice because of improper governance. The paper concludes with recommendations for organisational governance.

The claim that conflicts in organisations are based on differences between Theta and Lambda worldviews is based on some empirical evidence only. Criticising governance by rules, the paper does not look in detail into the reasons behind the drive for such a way of governance or how to help change an organisation's governance approach.

The paper introduces the concept of Theta and Lambda worldviews, provides a psychological definition of what luxury is and its importance to organisational life and questions the usefulness of enhanced governance.

The purpose of this paper is to introduce three fundamental concepts of Jewish thought that act as the basis of society. The authors use these concepts to examine standard organisational behaviour in modern society and highlight basic shortcomings of modern organisational thought.

The methodology is a conceptual/theoretical one.

The paper reveals the shortcomings of modern organisation and its members of not accepting the three fundamental concepts that underpin Jewish thought and, in turn, the unwillingness of the organisation's members to resume responsibility.

This paper highlights three fundamental values from Jewish thought that are applicable to all, using a domain of knowledge that scholars usually use in research into management.

This paper aims to examine current research trends into corporate governance and to propose a different dynamic, humanistic approach based on individual purpose, values and psychology.

The paper reviews selected literature to analyse the assumptions behind research into corporate governance and uses a multi‐disciplinary body of literature to present a different theoretical approach based at the level of the individual rather than the organisation.

The paper shows how the current recommendations of the corporate governance research models could backfire and lead to individual actions that are destructive when implemented in practice. This claim is based on identifying the hidden assumptions behind the principal‐agent model in corporate governance, such as the Hobbesian view and the Homo Economicus approach. It argues against the axiomatic view that shareholders are the owners of the company, and it questions the way in which managers are assessed based either on the corporate share price (the shareholder view) or on a confusing set of measures which include more stakeholders (the stakeholder view), and shows how such a yardstick can be demotivating and put the corporation in danger. The paper proposes a humanistic, psychological approach that uses the individual manager as a unit of analysis instead of the corporation and illustrates how such an approach can help to build better governance.

The paper's limited scope can only outline a conceptual framework, but does not enter into detailed operationalisation.

The paper illustrates the challenges in applying the proposed framework into practice.

The paper calls for the use of an alternative unit of analysis, the manager, and for a dynamic and humanistic approach which encompasses the entirety of a person's cognition, including emotional and spiritual values, and which is as of yet usually not to be found in the corporate governance literature.

This paper aims to examine how to further embed CSR thinking and practice into corporations, particularly in emerging markets, by reviewing and drawing similarities between key issues faced by all senior managers, namely ethics, leadership, personal responsibility and trust.

This paper presents a conceptual exploration of global CSR practices using social psychology and overlays this concept with strategic and institutional theory in order to encourage new ways of thinking about CSR adoption, especially in emerging markets.

The paper reveals the importance of shareholder needs on global corporate decision making and applies alternative conceptual models to help businesses to devise better CSR practices and individuals to align their actions to their own values.

This paper strongly argues for blending different theoretical foundations from the management and organization literature in order to draw comparisons between current global CSR practice and the potential for its further adoption in emerging markets.

This paper aims to offer a dynamic theory of leadership development.

The paper examines selected leadership literature through the lens of theory building‐blocks. It identifies the role of the ideal goal in leadership and its importance in developing the psychological aspect of leadership.

The paper posits that leadership is a developmental process, which is based on the type of choice a leader makes. While choice implies that two good options are always available from which to select, one should make choices in accordance with the leader's worldview, looking for affiliation (i.e. the Theta worldview), or looking for achievement (i.e. the Lambda worldview). Consequently, leaders need to recognise that the choices they make for organisational activities have to fit their own worldview. Pursuing the fit between one's worldview and planned organisational activities ensures that leaders continuously improve their ethical behaviour. The paper concludes with the presentation of a dynamic theory of leadership, which is based on the assumption that one can only strive toward truly ethical leadership with the knowledge that this goal is beyond human capacity.

Being a theory‐based exploration, the paper does not provide empirical examples of how this theory might be applied in practice.

The paper provides an example of a dynamic theory, introduces the concept of Theta and Lambda worldviews and provides a better definition of leadership strategy and tactics.

The purpose of this paper is to outline concepts that can build an ethical society.

The paper examines selected literature on citizenship through the lens of theory building‐blocks. It identifies the role of leadership in society and its importance in developing society into an ethical one.

The paper distinguishes between a ruler, which is defined socially as a hierarchical position, and a leader, which describes a personal quality and is embedded in psychology. Leadership is a developmental process, which is based on the type of choice a leader makes, which implies that two good options are always available from which to select. Nevertheless, one should make choices in accordance with his worldview, looking for affiliation (i.e. the Theta worldview), or looking for achievement (i.e. the Lambda worldview). Consequently, the choices leaders make for societal activities have to fit their own worldview. Pursuing the fit between one's worldview and planned societal or citizenship activities ensures that society continuously improves its ethical behaviour. The paper concludes with examining the meaning of citizenship and the state in modern times.

Being a theory‐based exploration, the paper does not provide empirical examples of how this theory might be applied in practice.

The paper fills a gap in explaining why current theories could not provide an ethical theory of citizenship. It follows by distinguishing between the definitions of a ruler and a leader. In addition, it questions the viewing of a state as a long‐term entity.

This paper aims to explain why CSR policies have failed to render organizations more ethical and to propose concepts for using CSR for improving the ethics of organizations.

The paper examines the literature on CSR to compare how gaps in this field of literature are similar to those in leadership theory.

The paper posits that the different logical approaches to CSR are not necessarily ethical since ethics is based on the emotional involvement of the actor. The paper explains that leadership is not a hierarchical position but the emotional ability to follow one's worldview – either the Theta or Lambda worldviews – based on how one perceives his life purpose. The paper shows how to integrate knowledge from leadership theory to render the various CSR policies more ethical.

The paper shows the implication of the need for emotional involvement in research, in general. While the paper indicates a direction for how to integrate CSR policies into organizations, it does not provide examples.

The paper argues for a definition of leadership as the ability to act authentically according to one's worldview, either Theta or Lambda. Based on this context, it provides a better definition of strategy and tactics while arguing that CSR is only applicable to the latter category.

The purpose of this issue is to provide an overview of the special issue on practical wisdom for management from the Jewish traditions.

The guest editorial introduces the papers in this special issue, focusing in practical wisdom for management from the Jewish traditions.

The question on the relationship between the Jewish tradition and practical wisdom for management is answered in two different ways: first, providing a particular Jewish answer to managerial problems and second, presenting how Judaism can be a field of reflection learning for managerial praxis at both organizational and individual level.

The paper shows that the special issue offers insights into the value of practical wisdom of the Jewish traditions, from two particular points of view, as a guide for action and as an ethical approach to management.