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Article
Publication date: 12 July 2021

Vui-Yee Koon

In recent years, scientific research on humanistic perspectives and their impact on management has grown exponentially. This study aims to explore the overview and its essential…

Abstract

Purpose

In recent years, scientific research on humanistic perspectives and their impact on management has grown exponentially. This study aims to explore the overview and its essential features of humanism management and its precursors (i.e., humanism). Bibliometric findings on the advent and current developmental patterns of humanistic management publications are described.

Design/methodology/approach

Terminology confusions (e.g. humanism philosophy vs humanistic management) are identified and addressed in bibliometric analyses using the 160 peer-reviewed articles on humanism in management for the duration between 2000 and 2020. Four metrics such as citation analysis, co-citations, bibliographic coupling and keywords co-occurrences are measured.

Findings

This study presents a new methodological approach by identifying the most significant authors, articles and journals and determining the three thematic clusters, such as empirical humanism research, humanistic in practice and humanism philosophy.

Originality/value

While humanistic business management is a discipline in its infancy, the attention of management researchers has expanded considerably in recent years as numerous literature streams emerge. The three keywords that appeared the most in the analysis are human (18), humanistic (17), and human dignity (16), and these keywords seem to consist mainly of three thematic clusters. Studies on humanistic management have progressed from an earlier focus on philosophy subjects (oldest keywords) to more practical studies on humanistic management, leadership, and dignity.

Details

International Journal of Ethics and Systems, vol. 37 no. 4
Type: Research Article
ISSN: 2514-9369

Keywords

Article
Publication date: 5 June 2023

Vui-Yee Koon and Yuka Fujimoto

Organizations that prioritize humanistic responsibility create an environment of value for their employees as the most important stakeholders. However, despite the numerous…

Abstract

Purpose

Organizations that prioritize humanistic responsibility create an environment of value for their employees as the most important stakeholders. However, despite the numerous corporate social responsibility (CSR) models and research highlighting stakeholder considerations, the long-standing “social” aspect of CSR has inhibited its humanism responsibility. In response, this study proposes to move beyond the antecedents and outcomes of CSR to explore how perceived CSR can promote its humanistic responsibility both inside and outside of organizations.

Design/methodology/approach

The authors followed Sendjaya et al. (2008) ’s methodology for developing and validating the perceived corporate humanistic responsibility (CHR) scale. Study 1 validated the CHR's content. Study 2 established the measure’ reliability, internal consistency, unidimensionality and discriminant validity. The authors describe each of the studies in the forthcoming sections.

Findings

This research has produced a comprehensive set of perceived CHR items for business leaders based on earlier CHR/humanism concepts. Through the deconstruction of CHR theory, the granular conceptualization provides employee-centric workplaces, healthy internal communication, holistic compensation, CSR-committed behaviors and holistic training and development, equipped to assess how their CHR fosters humanistic workplaces that encourage socially responsible behaviors. This, in turn, would have an immense impact on employee well-being that, in turn, flourishes societal well-being.

Research limitations/implications

Although the perceived CHR scale's psychometric properties were confirmed using multiple tests ranging from qualitative to quantitative studies, this newly developed scale requires further investigation to explore whether internal or external relevance factors affect organizations' humanistic responsibility.

Practical implications

CSR is about caring for humans and the planet. The authors have unpacked what and how the human side of CSR operates for business leaders to advance their CHR practices and responsible management learning. The perceived CHR dimensions can guide business leaders to promote multidimensional humanistic behaviors inside and outside workplaces that transcend how to strengthen the humanistic responsibility behaviors of corporations to promote CHR by articulating how the “Social” aspect of CSR ought to function for employee well-being first.

Social implications

This study responds to Sustainable Development Goals (SDGs) most aligned with the SDG 3 (good health and well-being) and SDG 8 (decent work and economic growth) by promoting humanistic workplaces with implications for United Nation's Principles for Responsible Management that encourages universities to educate students on humanism concepts in business management.

Originality/value

The originality lies in the empirical study of CHR. By incorporating the original concepts of humanism/humanistic management and CHR, the authors empirically articulate how CHR may be practically implemented as an elaborated humanistic synthesis for corporations.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 3 July 2020

Wan-Ju Chou and Bor-Shiuan Cheng

While current management theory is largely based on economic assumptions, there is evidence to suggest capitalism is at a crossroads. Humanistic management is accordingly proposed…

Abstract

Purpose

While current management theory is largely based on economic assumptions, there is evidence to suggest capitalism is at a crossroads. Humanistic management is accordingly proposed as an alternative new paradigm. The present study follows this approach in considering Confucianism as a humanistic practice. The purpose of this study is to explore humanistic leadership displayed by a Confucian leader and how he/she presents humanistic concern in corporate management to pursue the common good.

Design/methodology/approach

This study adopted a structured–pragmatic–situational approach to conduct a case study and collected data from three sources: semi-structured interviews, consultant observations and archival data.

Findings

The findings reveal that a Confucian leader takes all stakeholders' interests into account while engaging in corporate management and displays humanistic behaviors toward the stakeholders that are in line with five Confucian virtues. The leader cultivates the employees as Confucian humanistic agents. These employees accordingly act as bridges to transmit the humanistic spirit to their customers and other industries in the same market. To initiate an industry change to achieve collective welfare, a Confucian leader must first influence his/her primary stakeholders. The primary stakeholders next collectively influence the secondary stakeholders (i.e. the industry). Consequently, the overall goal of the common good is ultimately sustained.

Originality/value

This study identifies valuable practical implications for humanistic practices in corporate management from a Confucian perspective. In addition, this study takes a significant academic step forward by illuminating the humanistic paradigm.

Details

Cross Cultural & Strategic Management, vol. 27 no. 4
Type: Research Article
ISSN: 2059-5794

Keywords

Content available
Article
Publication date: 24 September 2020

Pingping Fu, Ernst Von Kimakowitz, Michal Lemanski and Leigh Anne Liu

Abstract

Details

Cross Cultural & Strategic Management, vol. 27 no. 4
Type: Research Article
ISSN: 2059-5794

Keywords

Article
Publication date: 9 July 2020

Davina Vora and Astrid Kainzbauer

To explore how leadership behavior in Thailand relates to humanistic leadership through indigenous and cross-cultural lenses.

Abstract

Purpose

To explore how leadership behavior in Thailand relates to humanistic leadership through indigenous and cross-cultural lenses.

Design/methodology/approach

Analogically based and semi-structured interviews were used. The primary focus was on factors associated with expatriate success in leading Thais in a Thai context. As such, the main sample included 24 expatriates. Two local Thai leaders were also interviewed. Qualitative interviews were analyzed inductively using NVivo.

Findings

Five interrelated themes emerged from the data: guiding, bridging, emotionally supporting, socializing and indirectly communicating. These themes relate to Asian holistic thinking, Thai culture and humanistic management. Evidence for humanistic leadership was found, albeit in culture-specific ways.

Research limitations/implications

Researchers may benefit from studying local, indigenous leadership practices and determining if and how they fit etic concepts such as humanistic leadership. Limitations of this study include a small sample from only one country.

Practical implications

To be successful, leaders should engage in humanistic leadership practices that fit the Thai context. Human resource departments may wish to focus their talent recruitment, selection and development on these behaviors.

Originality/value

This paper adds to the nascent literature on humanistic leadership by providing an indigenous as well as cross-cultural lens to understanding humanistic leadership in the context of Thailand.

Details

Cross Cultural & Strategic Management, vol. 27 no. 4
Type: Research Article
ISSN: 2059-5794

Keywords

Article
Publication date: 17 November 2020

Bo Yang, Pingping Fu, ‘Alim J. Beveridge and Qing Qu

Through three case studies, the authors aim to examine how Confucian humanistic philosophy can be applied to leadership practices and show how it is possible to practice humanistic

Abstract

Purpose

Through three case studies, the authors aim to examine how Confucian humanistic philosophy can be applied to leadership practices and show how it is possible to practice humanistic leadership in the Chinese context.

Design/methodology/approach

The authors use case studies of three exemplary humanistic leaders and the companies they lead to describe their leadership practices and influence on others and their companies.

Findings

The authors identify three common elements that connect their observations to an emerging scholarly conceptualization of humanistic leadership and develop a framework of Confucian humanistic leadership consisting of five attributes. The cases the authors studied suggest that the five attributes should be understood as being mutually reinforcing and acting in concert, rather than each acting independently of the others. The authors found that there is inherent consistency and connection between the core values of Confucianism and humanistic leadership.

Originality/value

The research contributes to the leadership literature, specifically the emerging literature on humanistic leadership, by introducing a framework for Confucian humanistic leadership. While much of the extant literature on humanistic leadership has been conceptual, the study shows how it is possible to practice humanistic leadership in the Chinese context by drawing on the foundation provided by Confucian humanistic philosophy. The findings also contribute to humanistic leadership research by providing important insights into specific capabilities that can help put the principles of humanistic leadership into practice, but that have not been considered to date.

Details

Cross Cultural & Strategic Management, vol. 27 no. 4
Type: Research Article
ISSN: 2059-5794

Keywords

Open Access
Book part
Publication date: 22 February 2024

Maria Della Lucia and Stefan Lazic

The predominant neoliberal structure of capitalism and tourism as the fuel of capitalism exposes growing problems of injustice, unfairness and inequality. Places and communities…

Abstract

The predominant neoliberal structure of capitalism and tourism as the fuel of capitalism exposes growing problems of injustice, unfairness and inequality. Places and communities around the world are currently expressing the need for radical changes in placemaking to be able to think, plan and act differently. This theoretical contribution adopts a humanistic management (HM) perspective of placemaking to promote places where people enjoy living, working, interacting and having meaningful experiences. Tourist destinations are relevant places to discuss the application of HM principles in practice and promote humanistic destinations and the humanisation of placemaking. This chapter concludes by arguing for an interface with eco-centric and posthumanist transformative approaches to promote holistic value-based placemaking and regeneration of places.

Article
Publication date: 21 July 2022

Gabriela Flores, Rawia Ahmed and Maria F. Wagstaff

This study aims to use humanistic management theory to examine the conceptual space of leaders who support sustainable development goals (SDGs) within their organizations.

Abstract

Purpose

This study aims to use humanistic management theory to examine the conceptual space of leaders who support sustainable development goals (SDGs) within their organizations.

Design/methodology/approach

This study analyzes interviews with four Iberoamerican leaders conducted by the creating emerging markets project at Harvard Business School. This study’s results show a range of humanistic management principles across the four leaders, coinciding with varying support for the SDGs. This study discusses the impact of cultural values on these differences.

Findings

This study finds leaders who embrace all four humanistic management principles also supported a greater number of SDGs and an increased variety of SDGs. This study’s findings support the three overarching dimensions uncovered by previous research into champions in other organizational domains, including gender equality and health. These three dimensions are depth of embracement, scope of embracement and leverage of engagement.

Originality/value

The authors’ hope is that this study will help further the discussion of how organizations can contribute to the 17 SDGs.

Resumen

Objectivo

Este estudio utiliza la teoría de la gestión humanista para examinar el espacio conceptual de los líderes que apoyan los objetivos de desarrollo sostenible (ODS) dentro y a través de sus organizaciones.

Metodología

Analizamos entrevistas con cuatro lderes iberoamericanos de alto impacto realizadas por el proyecto Creating Emerging Markets de la Harvard Business School.

Resultados

Nuestros resultados muestran una gama de principios de gestión humanista en los cuatro líderes, que coinciden cíon un apoyo variable a los ODS. Específicamente, encontramos que los líderes que adoptan los cuatro principios humanísticos apoyan una mayor cantidad de prácticas asociadas con los ODS, junto con una mayor variedad de ODS, en relación con los líderes que adoptan solo un subconjunto de los principios de gestión humanísticos.

Valor

Este trabajo se suma a la discussión y, en última instancia, a nuestra comprensión del papel crucial que desempeñan los líderes organizacionales en el avance de los ODS. Al examinar nuestros hallazgoz a través de lente de los campeones, consideramos qué líderes tienen más probabilidades de defender la agenda de los ODS.

Resumo

Objectivo

Este estudo utiliza a teoria da gestão humanística para examinar o espaço conceitual dos líderes que apoiam objetivos de desenvolvimento sustentável (SDGs) dentro e através de suas organizações.

Metodologia

Analisamos entrevistas com quatro líderes ibero-americanos alto impacto conduzidas pelo projeto Creating Emerging Markets na Harvard Business School.

Resultados

Nossos resultados mostram uma gama de princípios de gestão humanística entre os quatro líderes, coincidindo com o apoio variável aos ODS. Especificamente, descobrimos que os líderes que adotam todos os quatro princípios humanísticos apoiam um número maior de practices associdas aos ODS, juntamente com uma maior variedad de ODS, em relação aos líderes que adotam apenas um subconjunto dos princípios de gestão humanística.

Valor

Este trabalho contribui para a discussão e, em última análise, para nossa compreensão, do papel crucial que os líderes organizacionais desempenham no avanço dos ODS. Ao examiner nossas descobertas através das lentes dos defensores, consideramos quais líderes são mais propensos a defender a agenda dos ODS.

Details

Management Research: Journal of the Iberoamerican Academy of Management, vol. 21 no. 1
Type: Research Article
ISSN: 1536-5433

Keywords

Book part
Publication date: 11 November 2019

Claudia Dossena, Lorenzo Mizzau and Francesca Mochi

Although the importance of social media in the HRM literature is well established, little is known about their potential role in bringing the “human component” at the center of…

Abstract

Although the importance of social media in the HRM literature is well established, little is known about their potential role in bringing the “human component” at the center of the organization. The purpose of this chapter is to conceptually investigate if and how the use of social media in HRM can support (or counteract) a more humanistic approach within organizations. To this aim, we looked into how the e-HRM literature on social media could match the principles posed by the Humanistic Management literature. After having delineated Humanistic Management principles, we frame our analysis focusing on four main topics related to HRM: organizational culture, leadership, job design, and HR practices (i.e., recruitment and selection, learning and training, and performance appraisal and compensation). We develop research propositions connecting humanistic principles with these organizational and HR areas, and conclude with research and managerial implications.

Details

HRM 4.0 For Human-Centered Organizations
Type: Book
ISBN: 978-1-78973-535-2

Keywords

Article
Publication date: 7 October 2020

Ritu Tripathi and Abhishek Kumar

To identify the characteristic features of humanistic leadership in the Tata group in India, and to explicate the key facilitating factors.

1732

Abstract

Purpose

To identify the characteristic features of humanistic leadership in the Tata group in India, and to explicate the key facilitating factors.

Design/methodology/approach

Narrative case-study inquiry via semi-structured interviews with top management leaders and middle managers, and secondary sources of information.

Findings

The top leaders of the Tata companies emphasised the following values and leadership experience: (1) Adherence to the founder's philosophy and the basic core values, (2) Leadership with Trust, (3) Community as the key purpose of the enterprise, (4) Senior leaders as mentors and role-models, (5) Abiding by the ethical code of conduct, (6) Employee-focus and (7) Tacit alignment with Indian cultural values. These resonated with the humanistic leadership tenets. Based on the literature the authors also identified that in Tata leadership, there is an amalgamation of personal values (humata, hukhta, hvarshta: good thought, word and deed) and national cultural ethos (dharma, karma and jnana: emphasis on duty-bound action and knowledge). These leadership values are conveyed and institutionalised in the organisation via strategic initiatives such as the Tata Trusts, Tata Business Excellence Model, Tata Code of Conduct. This synergy of personal values, national cultural ethos and organisational strategy makes Tata group realise the humanistic leadership objectives, while achieving business targets.

Research limitations/implications

The thematic analysis of interview data provides a contextualised understanding of how humanistic leadership gets realised at both the individual behavioural level, as well as at the broader organisational strategic level. This provides inputs to building the theory of humanistic leadership.

Practical implications

By unravelling the factors that facilitate the realisation of humanistic leadership in the Tata group, the authors provide an exemplar for other organisations and business leaders to draw insights from.

Social implications

Humanistic leadership, oriented towards upliftment of community and society, and not just profit maximisation, is critical to creating a more sustainable and peaceful world.

Originality/value

This is one of first studies that conceptualises the Tata leadership from the humanistic perspective. The theoretical insights are of basic and applied use.

Details

Cross Cultural & Strategic Management, vol. 27 no. 4
Type: Research Article
ISSN: 2059-5794

Keywords

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