This article addresses how for‐profit organizational management and leadership considers social responsibility. It is argued in this article that managers and leaders self‐define their personal and organizational missions in holistic integrative ways or in ways that particularize and isolate their organizations from the wider societal context. This is discussed in the context of the paradigms that traditional managers and leaders use in business and commercial organizations. A companion article will continue the discussion of leadership and organization paradigms in the contexts of language and power in a subsequent issue.
Multi-level analysis offers a useful approach to examine social and cultural questions, evolutionary biology, and research methods. Attempts to interlock the three streams…
Multi-level analysis offers a useful approach to examine social and cultural questions, evolutionary biology, and research methods. Attempts to interlock the three streams of analysis can provide a rich, holistic view of past, current, and possible future research. A clarification of the possible importance of evolutionary biology and the research underpinnings of the original chapter on trustscapes and distrustscapes is attempted here.
This paper seeks to expand the value of multidisciplinary research and research methods that were discussed in the original chapter. First, I attempt to clarify the importance of studying and integrating both social and biological disciplines as they relate to organization trust and distrust issues. Second, I expand the discussion of evolutionary biological issues in ways that clarify their importance to an understanding of the social concepts of trust and distrust. Finally, I argue that multi-level analysis is best served by multi-research methodologies: methodologies that explore the researcher’s and research subject’s basic assumptions, their values, and their operating environments. All three issues are framed within the contexts of Denise Rousseau’s and Jone Pearce’s commentaries on “Trustscapes and Distrustscapes: A Multi-Level Approach for Understanding Stability and Change.”
Neal M. Ashkanasy is a Professor of Management at the University of Queensland, Australia. His research interests lie in organizational and ethical behavior, leadership, culture, and emotions. He is Editor-in-Chief of the Journal of Organizational Behavior and the book series Research on Emotion in Organizations.
Joseph A. Alutto is dean, Max M. Fisher College of Business, as well as executive dean of the Professional Colleges, The Ohio State University. He holds the John W. Berry, Sr., Chair in Business. From 1976 to 1990, he was dean of the School of Management, State University of New York at Buffalo. He has published more than 70 articles in leading academic journals and serves on a number of corporate and public sector boards, including Nationwide Financial Services, United Retail Group, Inc., and M/I Homes.