Search results

Western management philosophy and thought have been around for millennia; however, the supremacy of its concepts and writings has become a subject of criticisms in Africa. There is a huge gap in African management education which calls for redesigning of management curriculum to affirm African social orientation and self-determination that will enable new forms of learning and knowledge required to tackle complex global challenges. The objective of this chapter is to review Western management thought and practice vis-à-vis the existing management philosophy in Africa prior to her colonisation and advocate the need to redesign management curricula. To accomplish the aforementioned objective, this chapter took a historical, reflective and systematic approach of literature review to advance renewal of management curricula in Africa. The analysis began with a review of pre-colonial management philosophy and thought in Africa, followed by a discussion of how colonialism obstructed and promoted the universality of management. This was followed by a review of African traditional society and indigenous management philosophies. The chapter discussed topics that should feature in an African-oriented management curriculum and highlighted fundamental constructs that can be fused into management curriculum of business schools/teaching in Africa. The chapter also made a case for a flexible management curriculum structure that is broader than the conventional transmission-of-knowledge building which views students as passive learners’ by adopting suitable pedagogical tools that will be relevant for knowledge transmission and assessment and also enhance learning and management practices that is culturally fit and relevant to global practice.

Allen’s critique of current Frankfurt School theory presents the joint methods of “problematizing genealogy” and “metanormative contextualism” as alternative for the normative grounding of critical theory. Through a close reading of Allen’s critique, I investigate whether Allen’s identification of philosophy of history is an accurate diagnosis of the problems of the normative grounding of current Frankfurt School theory, whether Allen’s distinction between metanormative and normative levels is tenable for critical theory, and whether Allen’s methodology constitutes a viable alternative for the normative grounding of critical theory. As an alternative, I suggest scrutinizing the grounding strategies of current Frankfurt School theory to expand beyond their genealogy in Enlightenment thought, and address the question of what made the affirmative form of thought underlying current Frankfurt School theory a historical possibility. Expanding on Allen’s reiteration of the mediated nature of categories, I suggest that the stark contrast between forms of thought underlying first- and second-generation Frankfurt School critical theory needs to be understood not in relation to philosophy of history but against the backdrop of the specific context of the European historical present that informs its normative universe.

This chapter analyses the crucial role that philosophy plays in management education, particularly in promoting responsible education. The author emphasizes the importance of philosophy in addressing a wide range of social and environmental issues that are prevalent in today's business landscape. From the perspective of science and Taoism, the author highlights how philosophy can enhance the effectiveness of management education. Education is a powerful tool that can be used to bring about positive change in society, both economically and sociologically, and has the potential to respond to the rapidly evolving world of the 21st century. However, traditional education systems have failed to equip individuals with the knowledge, experience, skills and values needed to thrive in a volatile, uncertain, complex and ambiguous (VUCA) environment. To address this gap, the author argues that philosophy should be integrated into the traditional curriculum as a core element of liberal arts. By blending technical and analytical skills with systems thinking, critical thinking, innovation, creativity and ethical intelligence, students can develop a more holistic understanding of business and society. Philosophy can broaden the reflectivity horizon of future business leaders, enabling them to manage complexity and make sound decisions that align with both the principles of good business and the needs of society. This chapter underscores the importance of philosophy in management education and its potential to drive transformative change in business and society. By encouraging students to ponder questions that extend beyond the scope of business, philosophy can help cultivate a new generation of ethical and responsible business leaders who are equipped to address the challenges of the 21st century.

In this paper, I compare Theodore Schatzki’s practice theory, the existential phenomenology of Martin Heidegger upon whom Schatzki drew in its formation, and my own theory of institutional logics which I have sought to develop as a religious sociology of institution. I examine how Schatzki and I both differently locate our thinking at the level of practice. In this essay I also explore the possibility of appropriating Heidegger’s religious ontology of worldhood, which Schatzki rejects, in that project. My institutional logical position is an atheological religious one, poly-onto-teleological. Institutional logics are grounded in ultimate goods which are praiseworthy “objects” of striving and practice, signifieds to which elements of an institutional logic have a non-arbitrary relation, sources of and references for practical norms about how one should have, make, do or be that good, and a basis of knowing the world of practice as ordered around such goods. Institutional logics are constellations co-constituted by substances, not fields animated by values, interests or powers.

Because we are speaking against “values,” people are horrified at a philosophy that ostensibly dares to despise humanity’s best qualities. For what is more “logical” than that a thinking that denies values must necessarily pronounce everything valueless? Martin Heidegger, “Letter on Humanism” (2008a, p. 249).