This is the second in a series of two papers by the same author on organisational values. The first paper, in the previous issue of Philosophy of Management,1 showed how senior managers interpret texts to constitute organisational values. The research showed that organisational values are constituted through three hermeneutic circles — fragmentation/integration, conceptuality/contextuality and temporality — that provide an integrated medium for interpreting values. The three hermeneutic circles are mediated by a fourth: the tropological circle, where metaphor and homonymy fuse (...) horizons, and synecdoche and metonymy relate parts and whole. Both texts and tropes mediate the transvaluation of organisational values across time. The first paper reported the findings and built a theoretical framework, while this second paper builds on the theoretical and empirical work to consider the implications for management practice. (shrink)

Corporate social responsibility research has burgeoned in the past several decades. Despite significant advances, our review of the literature reveals a problematic gap: We know little about how culture, practices, and interactions shape CSR. On further investigation, we discover that limited research utilizes ethnography to understand CSR, which may provide some explanation for this gap. Thus, the purpose of this article is to illustrate the utility of ethnography for advancing business and society research via a multistage framework that demonstrates how (...) three different types of ethnography may be applied to the exploration of CSR. We specifically focus on the alignment between stages in the research process, or methodological fit, as a key criterion of high-quality research. In doing so, we provide researchers embracing different worldviews a tool they may utilize to conduct and evaluate ethnographies in business and society research. (shrink)

This article presents the results of an inductive, interpretive case study. We have adopted a narrative approach to the analysis of organizational processes in order to explore how individuals in a financial institution dealt with relatively novel issues of corporate social responsibility (CSR). The narratives that we reconstruct, which we label 'idealism and altruism', 'economics and expedience' and 'ignorance and cynicism' illustrate how people in the specific organizational context of a bank ('Credit Line') sought to cope with an attempt at (...) narrative imposition. In particular, our work exemplifies how people in organizations draw on shared discursive resources in order to make sense of themselves and their organizations. We illustrate how many people within the bank found it hard to integrate the normative case for CSR with their version of a narrative identity which had, and continued to be, centred on economic imperatives for new initiatives. Our article demonstrates both the value of the analysis of shared narratives, and represents an attempt to deal adequately with the polyphony of organizational voices, in case studies of CSR. (shrink)