Search results

In October 2016, Timothy Sloan, the newly appointed CEO of American banking giant Wells Fargo, faced a massive public-relations crisis. A few weeks earlier, a United States government agency had announced the results of its regulatory review of the bank and exposed a shocking practice common in the retail division, in which aggressive community bankers had created more than a million fraudulent accounts and credit card applications on behalf of unaware customers for the past several years. Over the next few weeks, the bank—and Sloan's predecessor, John Stumpf, in particular—suffered from harsh criticism from politicians, journalists, and former employees alike, ultimately forcing Stumpf's resignation. As Sloan sought to minimize the public-image backlash and restore general trust in Wells Fargo, he struggled to construct the best communication strategy for the bank's next chapter.

John Paul II's views on economic systems have been construed differently by some commentators who have been seeking approval for their own views rather than searching for the meaning that he himself intends to convey. John Paul is labeled by many as favoring capitalism, and by others as supporting socialism. A few have been scrutinizing his statements in hopes of finding support for a “third‐way.” In this paper, John Paul is quoted at length to represent his views more accurately.

This paper originated in a collection of essays on the theme of John Paul II's vision of the social economy that was published by the International Journal of Social Economics in fall 1998. This author is indebted to the contributors to that collection for many insights into John Paul's vision. Eight topics are covered: consumption, distribution, capital investment, work as such, leisure, labor, development, and market economy versus command economy. This paper uses many more direct quotes than is customary in scholarly work, but there is no other way to proceed and remain faithful to John Paul's vision of the social economy.

John Paul's writings on economic affairs are significant for what they teach about the premises employed in economics. His own philosophy of the human person reinforces the four premises of personalist economics more so than the premises of the mainstream and challenges the mainstream at its foundations in the philosophy of individualism.

John Paul speaks to a wide range of issues and questions central to economics and economic affairs. It would be presumptuous to represent this paper as a thorough examination of everything that John Paul has said, written, and means in this regard.

This paper attempts to highlight some of the key arguments that John Paul II has set forth on eight centrally important economic topics, comparing and contrasting his pronouncements with the views of mainstream economists on the same topics.

This paper draws on the insights of 20 professional colleagues specialized in range of subdisciplines in economics, holding faculty positions at major universities in the USA, Italy, and Canada, and with a strong interest in understanding the social economy. The concluding section states John Paul's vision of the social economy in terms of 13 most important arguments.

This paper investigates the position that management “competencies”, and particularly those associated with “high‐performance”, can be identified, objectified and “made public” in such a way that they can be used in management selection, development and performance management. It argues that attempts to do this are overly simplistic and ultimately meaningless. Using two examples from the many managers interviewed as part of a wider research programme, the paper proposes that “high‐performance” is constructed and negotiated by managers within the specific contexts in which they operate. There are, in effect, no competencies that are truly general, but only competencies that are context‐specific. The use of qualitative techniques allows us to explore the rich detail of constructed “high‐performance” and moves beyond the limited “lists” that are ubiquitously reproduced in the management literature.

This paper reviews the Lean Healthcare and Productive Ward: releasing time to care (RTC) literature and extracts the reported effects and impacts experienced by employees who implement it. The purpose of this paper is to identify and investigate the strength of the connection between the two models and explores the implications for leadership and implementation.

This study reviewed the Lean Healthcare and Productive Ward: RTC literature using strict systematic inclusion criteria. A qualitative content analysis was used to identify key characteristics of reported employee experience, effect or impact. Themes and categories were ranked by the number of citations and presented.

This study outlines the similar employee effects and impacts that exist between Lean-type improvement initiatives and the Productive Ward: RTC programme. It discusses the three top themes of: Empowerment, Leadership and Engagement and explores the opportunities for leadership. It also identifies one key difference between the two initiatives, the socio-cultural effect and impact which is strongly reported with Lean-type improvement initiatives. The socio-cultural element is discussed and presented as one of the fundamental aspects of Lean and the original Toyota production system.

This study brings new insights for leaders involved in Lean-type improvement initiatives which are currently being imported into healthcare and provides a comprehensive list of reported employee impacts and effects of value to healthcare leaders attempting to establish an environment and culture of improvement.

Power cannot be studied simply by observing the outcomes of contested decision making or by focusing on the possession of physical or structural resources, as an outline of some of the power processes at Bettavalve Placid suggests. Power exists and is mobilised even when “nothing happens” in the normal sense. To fully understand the processes of power in organisations generally and in industrial relations in particular, the use of ideology, legitimising principles and rhetoric and the ways in which these are used continually to reinforce and reproduce structures of power and domination need to be studied. It is demonstrated how the unitarist ideology of the Bettavalve Placid management was continually reinforced by the use of various legitimising principles and articulated via certain rhetorics.

John Dewey is well known for his progressive ideas and was credited by many historians as the father of progressive education, but where are the mothers? Dewey did not develop his ideas in isolation. Four women from Chicago were highly influential in assisting John in initiating and refining his theories. Ella Flagg Young, Jane Addams, Alice Chipman Dewey, and Anna Bryan deserve to be recognized for their contributions as “mothers” of the progressive movement and for their championing social justice issues during the late 19^th and early part of the 20^th centuries.

In the past six months Jerry has been practicing a form of meditation called Centering Prayer. His original decision to attend a workshop on meditation was to deal with his increased sense of work overload, stress and burnout associated with the demands of his position as CEO of Healthcare. However, he learned that meditation can also be prayer, and he has found his practice very helpful. Although during Centering Prayer he is often aware of the distractions of his busy “business mind,” nonetheless he has noticed that during the day he is able to focus more effectively at work, is less irritable, and more willing to listen to others as a result of incorporating contemplative practice as part of each day. Even his wife and children have remarked he “seems more mellow these days.”

I’ll give it to you as I remember it … a sequence of things that did all happen within a period. So, it’s my recollection of them.¹

This paper aims to center on the analysis of corporate recovery from internal ethical failure with the examination of Wells Fargo and Company. To move beyond self-inflicted reputational damage and regain sales traction, successful turnaround companies have embarked on a four-step corporate recovery process centered on four key words: Replace, Restructure, Redevelop and Re-brand. Wells Fargo is one recent addition to these recovery stories.

This paper uses Wells Fargo and Company as a case model to examine corporate recovery. Wells Fargo is just one example of multinational companies that found themselves victims of internal impropriety, poor leadership supervision and unethical strategic decision-making resulting in significant financial losses, drastic declines in stock price and damaged reputation. Using Wells Fargo as an example from the banking industry, the case study approach is an effective way of assessing the viability of the corporate recovery model in various industries.

The corporate recovery model has served Wells Fargo well over the past few years as the stock price climbed nearly 60% in 2021. In addition, increasingly less public discussion about the account fraud scandal has allowed the reputation of the bank to recover as well. By the last quarter of 2021, the bank saw a 15% increase in revenue and an 86% increase in net income over the previous year. It appears that CEO Scharf is well on his way to turning around the prospects for Wells Fargo and the recovery model has proven again that there is a way through self-inflicted corporate damage.

The recovery story of Wells Fargo and Company adds to the litany of successful corporate recoveries where companies have achieved unprecedented turnarounds by following the model of replacing the leadership, restructuring the organization, redeveloping the strategy and re-branding the product. Implementing this four-pronged recovery strategy can help a company not only survive their specific scandal but also move away from reputational harm and get back on a growth trajectory.

We provide the first comprehensive documentation of enactment by U.S. states of two types of Acts removing married women's legal impediments in the economic sphere: the Married Women's Property Acts (MWPAs) and the Earnings Acts (EAs). We identify MWPAs that granted married women the right to own and control real and personal property, and Earnings Acts that granted married women the right to own and control their market earnings. Such Acts were passed by most states between 1850 and 1920, and were critical in weakening the patriarchal common-law doctrine of coverture. Scholars studying the Acts’ causes and consequences have used different enactment dates. We describe a three-step method for determining accurate dates of passage, apply that method to the contiguous 48 states, uncover dates not listed in previous studies, and show how our dates differ from the present published lists. We also show how enactment varied across regions, and across states with different marital property regimes. We relate Act timing to social changes occurring at those times, such as women's suffrage group organizing and the passage of compulsory schooling laws. We hope that our investigation will inform future empirical study of these important legal changes.