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  1. Corporate Humanistic Responsibility: Social Performance Through Managerial Discretion of the HRM.Stéphanie Arnaud & David M. Wasieleski - 2014 - Journal of Business Ethics 120 (3):313-334.
    The Corporate Social Performance (CSP) model (Wood, Acad Manag Rev 164:691–718, 1991) assesses a firm’s social responsibility at three levels of analysis—institutional, organizational and individual—and measures the resulting social outcomes. In this paper, we focus on the individual level of CSP, manifested in the managerial discretion of a firm’s principles, processes, and policies regarding social responsibilities. Specifically, we address the human resources management of employees as a way of promoting CSR values and producing socially minded outcomes. We show that applying (...)
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  • Understanding Humanistic Management.Domenec Melé - 2016 - Humanistic Management Journal 1 (1):33-55.
    Humanistic management is a people-oriented management that seeks profits for human ends. It contrasts with other types of management that are essentially oriented toward profits, with people seen as mere resources to serve this goal. This article reviews the historical development of humanistic management and the ever-increasing body of literature on the concept as well as the different meanings that scholars attribute to it. It then explores what form a genuine humanism might have by presenting seven propositions labeled as: 1) (...)
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  • The Need to Give Gratuitously: A Relevant Concept Anchored in Catholic Social Teaching to Envision the Consumer Behavior.Bénédicte de Peyrelongue, Olivier Masclef & Valérie Guillard - 2017 - Journal of Business Ethics 145 (4):739-755.
    The “gift exchange theory” articulated by Marcel Mauss, along with his core concept of a threefold obligation, is the dominant theoretical framework used to explain the majority of gift issues in marketing. This perspective assumes that some interest always lies behind gifts, such that a gift always implies a counterpart of receiving something in return. Despite the relevance of this approach in understanding the day-to-day consumer behavior, this paper presents empirical cases where the consumer is also able to give freely, (...)
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  • The Common Good of the Firm and Humanistic Management: Conscious Capitalism and Economy of Communion.Sandrine Frémeaux & Grant Michelson - 2017 - Journal of Business Ethics 145 (4):701-709.
    Businesses have long been admonished for being unduly focused on the pursuit of profit. However, there are some organizations whose purpose is not exclusively economic to the extent that they seek to constitute common good. Building on Christian ethics as a starting point, our article shows how the pursuit of the common good of the firm can serve as a guide for humanistic management. It provides two principles that humanistic management can attempt to implement: first, that community good is a (...)
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  • Antecedents and current situation of humanistic management.Domènec Melé - 2013 - African Journal of Business Ethics 7 (2):52.
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  • A Personalistic Appraisal of Maslow’s Needs Theory of Motivation: From “Humanistic” Psychology to Integral Humanism.Alma Acevedo - 2018 - Journal of Business Ethics 148 (4):741-763.
    Abraham Maslow’s needs theory is one of the most influential motivation theories in management and organizational behavior. What are its anthropological and ethical presuppositions? Are they consistent with sound business philosophy and ethics? This paper analyzes and assesses the anthropological and ethical underpinnings of Maslow’s needs theory from a personalistic framework, and concludes that they are flawed. Built on materialistic naturalism, the theory’s “humanistic” claims are subverted by its reductionist, individualistic approach to the human being, which ends up in a (...)
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  • Jacques Maritain.William Sweet - 2008 - Stanford Encyclopedia of Philosophy.
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  • The Moral Duty to Love One’s Stakeholders.Muel Kaptein - 2022 - Journal of Business Ethics 180 (2):813-827.
    Much has been written about the general moral duty to love one’s neighbors. In this article, I explore the specific application of this moral duty in the work setting. I argue from a secular perspective that individuals have the moral duty to love their stakeholders. Loving one’s stakeholders is an affective valuing of the stake-related values these stakeholders pursue and as such is the real recognition of one’s stakeholders as stakeholders and of oneself as a stakeholder of one’s stakeholders. This (...)
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  • Humanism Under Construction: the Case of Mexican Circular Migration.María Lucila Osorio Andrade Osorio, Sergio Madero & Regina A. Greenwood - 2019 - Humanistic Management Journal 4 (1):55-69.
    In today’s world, given the relative importance that companies are giving to corporate social responsibility, sustainability, human rights, and ethics, it is logical to assume that the humanistic trend is gaining support over the economistic, especially in the most developed countries. The paper serves both to introduce the topic of circular migration and to suggest that humanistic management principles are not applied to circular migration programs. First, we contrast humanism with economism as fundamental approaches to business goal setting. Then, we (...)
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  • Ethical Judgment and Radical Business Changes: The Role of Entrepreneurial Perspicacity.Massimiliano Matteo Pellegrini & Cristiano Ciappei - 2015 - Journal of Business Ethics 128 (4):769-788.
    This study examines the implications of practical reason for entrepreneurial activities. Our study is based on Thomas Aquinas’ interpretation of such virtue, with a particular focus on the partition of practical reason in potential parts such as synesis, or common sense, and gnome, or perspicacity. Since entrepreneurial acts and actions deal with extremely uncertain situations, we argue that only this perspicacity, as the ability of correctly judging in exceptional cases, has the power to find wisdom under such blurred conditions. Perspicacity (...)
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  • When Servant Becomes Leader: The Corazon C. Aquino Success Story as a Beacon for Business Leaders. [REVIEW]Zenon Arthur S. Udani & Caterina F. Lorenzo-Molo - 2013 - Journal of Business Ethics 116 (2):373-391.
    This article makes the case for servant leadership as a model for business in its analysis of the leadership style of former Philippine president, Corazon C. Aquino. Premised on the idea that self-management requires deep spirituality lived integrally (and sustained by an interior or inner life), we identify specific traits and virtues of Aquino and their implications on her leadership and effect on people. The article begins with an introduction to establish the contribution of servant leadership on business. It continues (...)
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  • Safety Reloaded: Lean Operations and High Involvement Work Practices for Sustainable Workplaces.Chiara Paolino, Federica Stefano & Arnaldo Camuffo - 2017 - Journal of Business Ethics 143 (2):245-259.
    Starting from the recent quest to investigate the human side of organizational sustainability, this study applies a variety of regression analyses to investigate the effects of Lean Operations, High Involvement Work Practices, and management behaviors on occupational safety. It tests and finds support for the hypotheses that Lean Production systems, High Involvement Work Practices, and two specific management behaviors—workers’ capability development and empowerment —positively affect occupational safety. Furthermore, empowering behaviors positively moderate the effect of Lean Operations on workers’ safety. The (...)
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  • Building Institutions for the Common Good. The Practice and Purpose of Business in an Inclusive Economy.Martin Schlag & Domènec Melé - 2020 - Humanistic Management Journal 5 (1):1-6.
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  • Developing an Instrument to Measure Objectivism.Eric B. Dent, John A. Parnell & Shawn M. Carraher - 2018 - Journal of Ayn Rand Studies 18 (1):1-27.
    This article describes the development and validation of a scale specifically designed to measure one's propensity for Objectivism. The scale developed in this article assesses metaphysics, epistemology, ethics, and politics. A three-stage process of scale development results in a multidimensional scale that largely supports Rand's original conception of the construct in the United States and Lithuania. Several challenges are identified, including problems with select items referencing specific political preferences and addressing notions of a higher being. Prospects for future research are (...)
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  • The Conflict between U.S. Patent Protection and Technological Innovation: Analysis and Problem Solving by Means of the Integrated Causal Model for Innovated Ethic.Wade M. Chumney, David M. Wasieleski & E. Günter Schumacher - 2017 - Business and Society Review 122 (4):531-555.
    Criticisms of patent laws for technological innovations in the United States reveal a multifaceted milieu of problems centered around the protection of short-term economic gain and individual property rights. In this article, we consider this a conflict between current patent laws and the innovation capabilities of organizations. We propose a solution that enables the company to assure its long-term survival in the face of these restrictions. This presumes that the firm will at least maintain its innovation capacities while preserving the (...)
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  • The Separation Thesis Weighs Heavily on Integrative Social Contracts Theory: A Comprehensive Critique.César González-Cantón - 2022 - Philosophy of Management 21 (3):391-411.
    For more than three decades, Integrative Social Contracts Theory (ISCT) has been lauded as a business ethics theory particularly well suited to the international arena, especially because of its alleged ability to reconcile respect for cultural idiosyncrasies and normative teeth. However, this theory has also faced various objections, many of which its authors have responded to with varying degrees of satisfaction. As a contribution to this debate, this article provides a unifying rationale for many of those objections by exploring their (...)
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  • A Common Good Perspective on Diversity.Sandrine Frémeaux - 2020 - Business Ethics Quarterly 30 (2):200-228.
    ABSTRACTDrawing upon the theoretical debate on the concept of common good involving, in particular, Sison and Fontrodona, I aim to show how the common good principle can serve as the basis for a new diversity perspective. Each of the three dominant diversity approaches—equality, diversity management, and inclusion—runs the ethical risk of focusing on community or individual levels, or on particular disciplines—economic, social, or moral. This article demonstrates that the common good principle could mitigate the ethical risks inherent to each of (...)
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  • Education in virtues as goal of business ethics instruction.Rose Catacutan - 2013 - African Journal of Business Ethics 7 (2):62.
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  • Re-Thinking Management: Insights from Western Classical Humanism: Humanistic Management: What Can We Learn from Classical Humanism?Vianney Domingo & Domènec Melé - 2022 - Humanistic Management Journal 7 (1):1-21.
    A variety of theories of management and organizational studies have failed to consider the human being in his or her integrity and, thus, fall short of being humanistic. This article seeks to contribute to the recovery of a more complete view of the human being in management, learning from classical humanism developed throughout Western Civilization, from the Greek and Roman Philosophers and the Judeo-Christian legacy to the Renaissance. More specifically, it discusses several relevant aspects of this Classical humanism, which can (...)
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  • Safety Reloaded: Lean Operations and High Involvement Work Practices for Sustainable Workplaces.Arnaldo Camuffo, Federica De Stefano & Chiara Paolino - 2017 - Journal of Business Ethics 143 (2):245-259.
    Starting from the recent quest to investigate the human side of organizational sustainability, this study applies a variety of regression analyses to investigate the effects of Lean Operations, High Involvement Work Practices, and management behaviors on occupational safety. It tests and finds support for the hypotheses that Lean Production systems, High Involvement Work Practices, and two specific management behaviors—workers’ capability development and empowerment —positively affect occupational safety. Furthermore, empowering behaviors positively moderate the effect of Lean Operations on workers’ safety. The (...)
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  • The Virtuousness of Ethical Networks: How to Foster Virtuous Practices in Nonprofit Organizations.Giorgio Mion, Vania Vigolo, Angelo Bonfanti & Riccardo Tessari - 2023 - Journal of Business Ethics 188 (1):107-123.
    Ethical networks are an emerging form of social alliance based on collaboration between organizations that share a common ethical commitment. Grounded in a theoretical framework of virtue-based business ethics and focusing on nonprofit alliances, this study investigates the virtuousness of ethical networks; that is, how they trigger virtuous practices in their member nonprofit organizations. Adopting a qualitative grounded theory approach, the study focuses on one of the largest Italian ethical networks of nonprofit organizations operating in the social care sector. The (...)
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  • Dignity at the Workplace: Evolution of the Construct and Development of Workplace Dignity Scale.Anjali Tiwari & Radha R. Sharma - 2019 - Frontiers in Psychology 10.
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  • For Humanistic Management and Against Economics.Sigmund Wagner-Tsukamoto - 2018 - Business and Society Review 123 (3):459-488.
    The paper critiques the relationship between personalist ethics and institutional economics, and accepts that institutional economics can be difficult to reconcile with humanistic management that builds on personalist ethics. Even so the paper connects impersonalist ethics with institutional economics. On this ground, the paper demonstrates how theory and practice of personalist humanist management can lean on impersonalist ethics, i.e., institutional economics. Three pathways are laid out for such leanings. It is argued that to understand these alignments is important to improve (...)
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