In this study we consider the role of business management in delivering good in society, from the perspective of the philosophical work of Adam Smith, Karl Marx and Alfred…
In this study we consider the role of business management in delivering good in society, from the perspective of the philosophical work of Adam Smith, Karl Marx and Alfred North Whitehead. We find that Whitehead's process explanations of the nature of experience and consciousness articulate meaningfully with Smith's idea of ‘self-love’ and Marx's conceptualisation of ‘rich-experience’. As a result, we argue that business practice must reconnect with society in a more appropriate understanding of a good as something beyond a mere economic entity. Using principles of process thought, we make recommendations as to how this might be achieved in daily management practice.
In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This…
In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.
For many years within Organization Studies, broadly conceived, there was general agreement concerning the pitfalls of assuming a ‘one best way of organizing’…
For many years within Organization Studies, broadly conceived, there was general agreement concerning the pitfalls of assuming a ‘one best way of organizing’. Organizations, it was argued, must balance different criteria of (e)valuation against one another – for example ‘exploitation’ and ‘exploration’ – depending on the situation at hand. However, in recent years a pre-commitment to values of a certain sort – expressed in a preference for innovation, improvisation and entrepreneurship over other criteria – has emerged within the field, thus shifting the terms of debate concerning organizational survival and flourishing firmly onto the terrain of ‘exploration’. This shift has been accompanied by the return of what we describe as a ‘metaphysical stance’ within Organization Studies. In this article we highlight some of the problems attendant upon the return of metaphysics to the field of organizational analysis, and the peculiar re-emergence of a ‘one best way of organizing’ that it engenders. In so doing, we re-visit two classic examples of what we describe as ‘the empirical stance’ within organization theory – the work of Wilfred Brown on bureaucratic hierarchy, on the one hand, and that of Paul Lawrence and Jay Lorsch on integration and differentiation, on the other – in order to highlight the continuing importance of March's argument that any organization is a balancing act between different and non-reducible criteria of (e)valuation. We conclude that the proper balance is not something that can be theoretically deduced or metaphysically framed, but should be based on a concrete description of the situation at hand.
This chapter covers basic concepts, ethical theories, and moral paradigms of corporate ethics for identifying, understanding, and responding to the turbulent market…
This chapter covers basic concepts, ethical theories, and moral paradigms of corporate ethics for identifying, understanding, and responding to the turbulent market challenges of today. The concept, nature, and domain of ethics, business ethics, managerial ethics, and corporate executive ethics are defined and differentiated for their significance. The domain, scope, and nature of related concepts such as legality, ethicality, morality, and executive spirituality are distinguished and developed. Among normative and descriptive ethical theories that we briefly review and critique here are teleology or utilitarianism, deontology or existentialism, distributive justice, corrective justice, and ethics of malfeasance and beneficence. Other moral theories of ethics such as ethics of human dignity, ethics of cardinal virtues, ethics of trusting relations, ethics of stakeholder rights and duties, ethics of moral reasoning and judgment calls, ethics of executive and moral leadership, and ethics of social and moral responsibility will be treated in a later book. The thrust of this book is positive: despite our not very commendable track record in managing this planet and its resources, our basic questions are: Where are we now? What are we now? Where should we as corporations go, and why? What are the specific positive mandates and metrics to corporate executives to reach that desired destiny? This chapter explores responses to these strategic corporate questions.
It is not unusual for Muslim social scientists to complain about the pressure to conform to non‐Islamic frameworks for understanding social phenomena because these…
It is not unusual for Muslim social scientists to complain about the pressure to conform to non‐Islamic frameworks for understanding social phenomena because these typically Western patterns of rationality miss important elements of an Islamic social world and self‐understanding. This being true, the reasoning goes, what is provided is a distorted understanding of the Muslim social world and inadequate policies framed on a distorted understanding. M.A. Choudhury accurately characterizes this situation for economics, but it is applicable to the social sciences in general.
Understanding the differences in the Islamic and Christian view of interest requires coming to terms not with the acts constitutive of the practice but the meaning of the…
Understanding the differences in the Islamic and Christian view of interest requires coming to terms not with the acts constitutive of the practice but the meaning of the practice in two different views of what an economy produces and delivers. The difference in the norms that govern interest transactions differ because the metaphysical foundations about what the practice means differ. The Islamic norms are broader via public accountability for the good produced by an economy as a social good than the normative regulation of interest transactions in Christian cultures that focuses on the goods delivered by an economy to more or less independent individuals participating in an economy. However, some reconciliation of the Christian and Islamic view is possible when we recognize that the ethical accountability of interest rests on a view of economic justice as increasing the degree of economic participation in an economy as an economic and social good. When this view is taken, we see that the range of potentially illicit practices in Christian economies is larger than is actually the case in the actual regulation of interest transactions.
Authenticity/ الصحة (as-sehah) serves as a criterion or predictor variable for the purpose of a comparative theological investigation of employment relations parameters in…
Authenticity/ الصحة (as-sehah) serves as a criterion or predictor variable for the purpose of a comparative theological investigation of employment relations parameters in light of social teachings from Sunni Islam and Roman Catholicism. Authenticity finds initial, shared significance in both religious traditions because of its critically important role in judgments concerning the legitimacy of source documents. It also stands in both traditions as an inspirational goal for human life.
Particular issues of theological method for cross-cultural analysis are addressed by the use of insight-based critical realism as a transcultural foundation. Workplace parameters, the minimal enabling conditions for the possibility of authentic employment relations, are then identified and compared. The authors explore shared expectations for authenticity enabling conditions in terms of the direct and indirect employer: those national laws, systems and traditions that condition the functional range of authenticity that can be actualized within national or other work settings as experienced in the direct employment contract.
The study found remarkable consistency in the minimal conditions identified by Roman Catholic and Sunni Islam social teachings for the prospects of authenticity in employment relations. These conditions addressed seven parameters: work and the concept of labor; private property; the nature of the employment contract; unions and collective bargaining; the treatment of wages; the relationship between managerial prerogative and employee participation; and the crucial role of the state as indirect employer.
Specific minimal or threshold conditions of employment are described to ensure the prospect for authenticity in modern employment relations according to religious traditions. These include just cause employment conditions, unions and collective bargaining support, some form of management consultation/Shura, a living wage and a consultative exercise of managerial prerogative.
The study offers prescriptive and analytical aid to ensure assessment of circumstances fostering authenticity in employment relations.
The method and findings are a first effort to clarify thought and aid mutual understanding for inter-faith employment circumstances based on Roman Catholic and Sunni Islam social teachings through a transcultural foundation in cognitional operations. The criterion variable specification of authenticity conditions offers a fully developed basis to support further empirical research in management spirituality, corporate social responsibility and enterprise sustainability.
Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their…
Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce – not even, in many cases, describing workers as assets! Describes many studies to back up this claim in theis work based on the 2002 Employment Research Unit Annual Conference, in Cardiff, Wales.
A striking feature of Jaques' work is his “no nonsense” attitude to the “manager‐subordinate” relationship. His blunt account of the origins of this relationship seems at first sight to place him in the legalistic “principles of management” camp rather than in the ranks of the subtler “people centred” schools. We shall see before long how misleading such first impressions can be, for Jaques is not making simplistic assumptions about the human psyche. But he certainly sees no point in agonising over the mechanism of association which brings organisations and work‐groups into being when the facts of life are perfectly straightforward and there is no need to be squeamish about them.