This paper discusses three generic types or ways of understanding the common good found in the literature, and then describes the implications of the integral common good for seven key practices of humanistic management. In particular, compared to conventional management, an approach to humanistic management based on the integral common good tends to: 1) have institutional mission and vision statements that are developed by multiple stakeholders that emphasize social and ecological well-being ahead of financial well-being; 2) have a strategic orientation (...) that emphasizes collaboration, “minimizer” and “transformer” generic strategies, a Radical Resource Based View, and uses Porter’s five forces as a way to foster collaboration; 3) structure organizations based on experimentation, sensitization, dignification, and participation ; 4) develop control systems based on value loops that seek to enhance the flourishing of multiple stakeholders; 5) emphasize multi-directional multi-stakeholder communication; 6) invite all stakeholders to participate in making decisions, including developing and choosing alternatives; 7) foster leadership based on socialized power, a focus on SMART 2.0 goals, a desire to ensure everyone is treated fairly, and an emphasis on relationships that nurture community and the integral common good. Implications for research and teaching are discussed. (shrink)

Lamenting the deplorable state of business ethics is, itself, a staple of the deplorable state of business ethics. But if, as its many critics claim, business ethics continuously fails to deliver on its promise, what could take its place in management education? After business ethics—How else can we integrate ethics into the curriculum? This article argues that an ethical grounding of business theory and corporate practice requires a critique of conventional economics, replacing the mechanistic paradigm that predominated economics over the (...) last 200 years with a humanistic alternative. (shrink)

Circular economy thinking has become the subject of academic enquiry across several disciplines recently. Yet whilst its technical and business angles are more widely discussed, its philosophical underpinnings and socio-economic implications are insufficiently investigated. In this article, we aim to contribute to their understanding by uncovering the circular economy role in shaping a new vision, highlighting the social and economic dimensions of future imaginaries and the mechanisms that can enable them to bring about change in the social context. We believe (...) that defining the vision that the circular economy is contributing to shape is key to explain its conceptual framework and activities. Drawing on the concept of fictional expectations, we uncover one of the plausible social dimensions inherent to the circular economy thinking thereby opening up a new perspective on the current debate in the circular economy literature wherein authors, by contrast, are emphasising the lack of an explicit social dimension. Fictional expectations are introduced to refer to those imaginaries of the future that can catalyse social action in the present and counteract societal addictions, in which modern society seems to be trapped. We show how a circular economy inspired vision can be instrumental to the emergence of a fictional expectation that can provide therapies to the current societal addiction of wasteful production and consumption systems. This philosophical background allows us to provide, in conclusion, a new conceptualisation of the circular economy as a cognitive framework instrumental to the emergence of a future imaginary. (shrink)

In the management and organization studies literature, a key question to explore and explain is that of the family as an organizational stakeholder, particularly when working-from-home became the “new normal”. Departing from meta-analytic studies on the work-family relation and connecting with scholarly conversation on work-family boundary dynamics, we identify three main narratives. In the _separation narrative,_ work and family belong to different realms, and including the family in the domain of organizational responsibility is seen as pointless. The _interdependence narrative_ stresses (...) that organizations and families are overlapping domains in which it is important to acknowledge that the policies and practices of the former might have an impact on family life, and vice-versa. The _embeddedness narrative_, brought to the fore by the COVID-19 pandemic, sees employment and family as progressively convergent and hybrid work domains. The evolution of employment relations towards increased hybridity of the work situation being embedded in the familial/household context increasingly calls for consideration of the family/household as an integral rather than a peripheral stakeholder. (shrink)

Solidarity corresponds to virtuous social behavior, including personal freedom and responsibility, civic friendship, benevolence, reciprocity, and cooperation. These attributes are fundamentally good for individual persons and communities of work. Solidarity is therefore vitally important to the practice of humanistic management. This paper aims to provide management insights into the cultivation of solidarity. The paper begins by developing a theoretical framework to understand solidarity in business context, with attention to philosophical and theological connotations. An empirical research model is presented in the (...) form of a survey instrument to test for indications of solidarity in the workplace, and this measure is used to test several hypotheses regarding the positive associations of solidarity with validated measures of workplace engagement. Research results show that it is possible to identify and analyze workplace behaviors associated with solidarity. Data analysis confirms the validity of the model and demonstrates the positive associations of the hypotheses, based on empirical study of 40 workplaces and 399 employees. Moreover, the condition of whether the workplace was a public or private organization was found to affect the main relationship between solidarity and workplace engagement. The paper concludes with suggestions for practicable, tangible workplace behaviors based on the model, offering guidance in the pursuit of humanistic management. (shrink)

In management literature, practical wisdom is increasingly perceived as a necessary resource for excellence in judgment. However, so far, little effort has been devoted to provide substantive guidance on how to apply practical wisdom into day-to-day managerial decision-making processes. In order to close this gap, we develop an item-based guideline for self-guided decision-making, which explores the specific aspects a practically wise decision-making process inherently entails. To do so, we introduce the concept of practical wisdom, highlight its recent adaptions in management, (...) and draw a link to self-guided decision-making. Then, we explain our methodological framework and procedure. Based on these considerations, we develop the particular items by transdisciplinary unfolding and synthesizing the main dimensions and features of practical wisdom. Finally, we discuss suggestions of application, theoretical implications, limitations, and propose avenues for further research. (shrink)

In this article, the relationship between ethics in general and business ethics in particular to Stoic philosophy is investigated. Stoic ethics is used as a research tool, which step-by-step deciphers the position of the human as a functional part of a larger organization, such as the natural environment or civil society. Ethics is inextricably linked to the rational, free choice of what is right for both the individual and the total organism. Ethical rightness imposes a form of rational order within (...) the organization, in the sense that each part must perform the function appropriate to its abilities. At the maximum degree of ethical integration stands the paradigm of the Stoic sage as a model of a virtuous leader, who is able to understand the causes of each decision or action and direct the organization towards the set goal. From this perspective, concepts such as leadership, organizational ethics, or corporate social responsibility acquire an objective status and view the philosophical cosmopolitanism of the Stoic sage as a timeless example of ethical rightness. (shrink)

The purpose of the present study is the investigation of distributed leadership agency. DLA is an activity-based concept, which is defined as employees’ active participation in leadership tasks. By combining a descriptive and a normative approach DLA has the potential of real employee empowerment. It can protect from arbitrary managerial power and lead to employees’ personal development through sharing organizational resources, influencing leadership activities and joint decision making in companies. The study examines individually perceived autonomy as an antecedent and employees’ (...) occupational self-efficacy as an outcome of DLA over time. Furthermore, the study tests the mediating role of DLA on the autonomy – self-efficacy relationship. The two-wave study applied an online survey in a Danish municipality with a time lag of seven months. We used regression analyses for testing the cross-sectional as well as cross-lagged relationships and an autoregressive model for analyzing the half-longitudinal mediation. The results revealed a significant positive effect of DLA on employees’ occupational self-efficacy cross-sectionally at Time 1 and Time 2, as well as cross-lagged. The cross-sectional and cross-lagged findings also support a significant positive impact of autonomy on DLA. However, DLA only mediated the autonomy–self-efficacy relationship cross-sectionally, but not over time. Computed alternative causal models corroborate the proposed direction of our hypothesized relationships. These results provide first evidence that structural features such as autonomy are timely prior to action-related behavior, and that participating in leadership tasks enhances employees’ occupational self-efficacy. (shrink)

In order to understand how the logic of public management can enrich humanistic management’s practices, the current paper will analyze the managerial practices adopted by public administrations within a situation of emergency, a condition where the specific features of the public management can emerge more clearly. Specifically, it will focus on the ways in which the municipality of Bergamo (one of the hardest-hit cities) have reacted to the Covid-19 pandemic, outlining interesting managerial practices especially from the point of view of (...) Humanistic Management’s theory. Such interest resides also in the fact that although the Humanistic Management’s field of research has dealt with a wide range of topics (including human development, emancipation and progress), so far, however, it has not yet considered public administrations, whose role is by definition oriented towards human development through the creation of public value. The analysis of public management through the lens of Humanistic Management can be useful in various respects. Above all, the difference between public administrations and private enterprises can also lead to a very much different process of value creation, based on collaborative forms of production as well as relational and reflexive forms of management. In accordance with the Humanistic Management framework, also business organizations must generate social wellbeing. From this point of view, the lesson of public administrations can be extremely useful for business organization and management alike. (shrink)

As business ethics is grappling with criticisms of its relevance for ethical practice, it may find perspective and direction in various conceptions of ethos. While ‘ethics’ is rooted in ‘ethos’, a term with a long and rich history of interdisciplinary research, conceptions of ethos are so far scarcely discussed in business ethics. The purpose of this conceptual article is to explore the potential of a pivot towards business ethics as an ethos-driven practice, drawing on John Dewey’s work. First, it introduces (...) four conceptions of ethos from interdisciplinary research and explores their varied resonance in business ethics. Second, it offers a unified conception of ethos that builds on John Dewey’s approach to economics, moral life and ethics, particularly on his understanding of habits and forms of valuation. It is then argued that understanding ethos in terms of ‘valued modes of embedded, embodied and associational conduct’ encourages business ethics to engage in the intelligent, practical and meaningful reconstruction of evolving business practices. The article concludes that an ‘ ethotical turn’ for business ethics would not only invigorate practical, corporeal and environmental perspectives but also open the field to interdisciplinary insights and ideas. (shrink)

The paper applies Christian Humanism to management highlighting the role of relations in business and the entrepreneurial life. The claim is that such a dimension is important for everybody even from a secular point of view regardless of one’s belief. The first part shows how Biblical tradition inspired a rereading of relation in the first Christian thinkers, who had to recognize it in God. But this made possible to perceive that the relationships can be a real source of being, as (...) the example of a family shows. The thesis proposed is that within every Gesellschaft there is a Gemeinschaft, that is constituted by its relational dimensions, connecting the common good and profit also to relational goods. The second part draws consequences for management, recognizing through the example of the Inner Game three relational dimensions relevant for management: the one interior to the person; the relationships between coworkers; the interaction with the culture of the company. All of them should be considered to improve the Gemeinschaft dimension within the Gesellschaft. The last part of the article explains how Christian Humanism helps also to avoid an idealistic reading of the proposal, which always has to take into account the demands of confrontation with the external system intrinsic to the Gesellschaft, as the very etymology of management reveals. (shrink)

Corporate/collective moral responsibility is a thorny topic in business ethics and this paper argues that this is due a number of unacknowledged and connected epistemic issues. Firstly, CSR, Corporate Citizenship and many other research streams that are based on the assumption of collective and/or corporate moral responsibility are not compatible with Kantian ethics, consequentialism, or virtue ethics because corporate/collective responsibility violates the axioms and central hypotheses of these research programmes. Secondly, in the absence of a sound theoretical moral philosophical foundation, (...) business ethicists have based their ideas on legal and political epistemologies, yet still claim to be ethics-based. Thirdly, research is often driven by an intention to prove that a specific social goal is right, not by open and critical inquiry. Finally, today, corporate/collective moral responsibility is widely accepted as the Truth as most researchers are unaware of any issues because they are untrained in philosophy. The paper identifies the confusion about the epistemic basis as a major impediment for delivering a thick concept of the role of corporations as moral agents. Thus, the paper does not argue against corporate or collective agency as such, but points out an obvious but forgotten paradox: corporate and collective personhood cannot, at the moment at least, be epistemologically grounded in the field in which business ethics claims to operate: moral philosophy. (shrink)

In order to provide context and ground for a future assessment of the manifold overlap and possible differences between the Humanistic Management Project and the Weltethos Project, this article offers a comprehensive assessment of the history, arguments, and relevance of the Weltethos Project as applied to economics and business. A literature review of foundational documents on “Weltethos” and “Weltethos for business” outlines essential elements and arguments from two main Weltethos Project pioneers. It first recounts how its founder, the theologian Hans (...) Küng, has launched a fruitful academic and public discourse spanning almost three decades since 1990, including the presentation of the Manifesto for a Global Economic Ethic by world leaders at a joint event with the UN Global Compact at the UN headquarters in New York in 2009, calling for business to serve human dignity. Then, the agenda of Claus Dierksmeier, Küng’s academic successor and a philosopher with foundational contributions to the Humanistic Management Project, is assessed both in regard to Weltethos motifs and Humanistic Management arguments, spanning from Dierksmeier’s conception of qualitative freedom as the foundation of unity in diversity to his effort to reframe economic theory and ethics, the inclusive and innovative practices of Humanistic Management, and to the capability approach. The article ends by highlighting how these two different approaches to Weltethos commitments converge in their care for human dignity, the idea of globally responsible freedom, and the capacity for dialogue as a learning process for creative change leadership. (shrink)