“No one can serve two masters.” This Bible quotation highlights an irreducible contradiction, which echoes numerous organizational settings. This article considers the under-explored ethical implications of paradoxical injunctions created by such a contradiction at the managerial level. Contradictory organizational constraints turn into paradoxant systems , where the organization structurally settles paradoxical injunctions which challenge managerial ethics in practice. We then ask what managerial responsibility means in such contexts and find that managers have then to reshape their practice as a situated (...) construction through constant mediation between different “masters” and bricolage (i.e., tinkering with concepts). An ethnographic case study of an anti-money laundering service in an investment bank illuminates this phenomenon from a practice perspective. The possibility to enact an actual ethical practice within the contradictory organization relies on a new role of the manager. This implies drawing on an approach of responsible management as an enactment of ethics in practice which is situated within the framework of a new conception of both the organization, as a structurally “paradoxant system,” and the manager as a mediator in charge of enacting coherence. (shrink)

This study compares the different emphases on virtuous characters presented in their values, across global firms considering country and industry of origin. It presents a content analysis of the 122 codes of conduct statements from Fortune Global 500 firms, drawn from four sectors and using correspondence analysis. American firms tend to emphasize courage, while European firms emphasize integrity and empathy, surprisingly with Asian firms being closer to European ones. Retailers and pharmaceutical firms emphasize empathy, while banks and petroleum emphasize courage. (...) This study extends the newly emerging strategic paradigm of organizational virtue, by introducing an empirical study of ethical values. Implications for multinational companies are then discussed. (shrink)

Phenomenological, process-based and post-Marxist approaches have stressed the immanent nature of the ontogenesis of our world. The concept of performativity epitomizes these temporal, spatial and material views. Reality is always in movement itself: it is constantly materially and socially ‘performed’. Other views lead to a pre-defined world that would be mostly revealed through sensations (i.e. ‘representational perspectives’). These transcendental stances assume that a subject, although pre-existing experience, is the absolute condition of possibility of it. In this paper, we develop another (...) view of performativity (either complementary or interrelated to an immanent stance), one that re-introduces transcendence in the analysis but sees in it something dialogical to the process itself. We draw from the notions of visibility-invisibility and continuity-discontinuity (Merleau-Ponty 1945/2013, 1964) in order to show how everyday activity both performs and makes visible the world. From that perspective, modes of visibility appear as conditions of possibility of performativity itself. We draw some implications for the conceptualization of management practices. (shrink)

This article argues that we should not abandon the noun ‘organization’ in favour of the verb ‘organizing’ in order to capture processes of change, flow and movement, but instead explore how such processes reveal themselves when the concept of organization diverges from the objects it is supposed to encapsulate. Here I make use of Adorno’s critique of identity thinking in order to show how the experience of organizational phenomena remains trapped within a contradiction: concepts are needed to describe objects even (...) though concepts can never fully exhaust the objects they describe. However, I maintain that it is precisely this discrepancy between concepts and objects that provides us the opportunity to experience the elusive state of organizations and their processual nature. Consequently, this article shows how organizational phenomena are always more complex, temporal and dynamic than what the concept of organization permits us to grasp. (shrink)

Based on insights of phenomenology, this article aims to contribute to a comprehensive understanding of embodied space and place of and for leader- and followership in organisations. From an interrelational perspective, the “spacing” and implacement of leadership and followership will be interpreted as local-historical and as local-cultural processes. Linked to questions of distance of leadership, embodied face-to-face interaction will be critically compared with distant, non-localised, displaced relationships and tele-presence mediated by information and communication technology. In addition to outlining some links (...) to “potential space” and place-responsiveness by concluding some implications, problems and perspectives on research of embodied space and place forleadership in organisation are discussed. (shrink)

In the paper at hand I introduce Goethe’s ontology and methodology for the study of life as an alternative to current theories. ‘Life,’ in its individual, social and/or pan-natural form, has been a recurring topic in the social sciences for the last two centuries and may currently experience a renaissance, if we are to believe Scott Lash. Goethe’s approach is of particular interest because he formulated it as one of the first critical responses to the nascent discipline of biology. It (...) can be characterised broadly as phenomenology with a strong dose of life philosophy. For this reason, and to draw its contours more clearly, I compare his approach to the respective thoughts in Husserl’s and Simmel’s work. The comparison focuses on the two central concepts phenomenon and life but also discusses broader epistemological and methodological issues, such as the relationship between observer and observed, the relationship between culture and nature, the nature of causality as well as preferred methods of study. (shrink)

This paper re-frames business ethical codes as narrative processes by reflecting critically on key ontological assumptions underpinning the existing research, and introducing new and relevant concepts based on alternative assumptions. The first section draws on recent decision-making research to develop a theoretical account of BCEs as complex, socially embedded sensemaking processes. The second section addresses the content of codes, and differentiates between narrative and logico-scientific modes of reasoning. The third section focuses on the quality of code communication and identifies several (...) distinct types of narrative process. We provide research directions for how this new understanding of BCEs may be further developed, as well as implications for practitioners. In response to the call for new conceptual models, the paper provides organizational researchers with a more nuanced understanding of how BCEs enable or constrain ethical behavior in organizations. (shrink)

This article extends current theorizations of the ethics of the commons by drawing on feminist thought to propose a relational embodied ethics of the commons. Departing from abstract ethical principles, the proposed ethical theory reconsiders commoning as a process emerging through social actors’ embodied interactions, resulting in the development of an ethics that accounts for their shared corporeal concerns. Such theorizing allows for inclusive alternative forms of organizing, while offering the ethical and political possibility of countering forms of economic competition (...) and addressing the issues of viability that have long bedeviled commoning practices. This, we suggest, is achieved in the context of social organizing processes whereby social actors are able to reproduce their resource systems and communities based on recognition of their actual corporeal vulnerabilities, which drives reciprocity and embodied relationality with the other. (shrink)

This article uses Whitehead's process ontology and epistemology to propose Aesthetic Experience as a theory that can be used in organizational studies. The article starts from the intersections of ludic theory and aesthetics, to formulate a theory of Aesthetic Experience that improves and promotes enjoyment, creativity, satisfaction, and productivity in the workspace. Located in a process ontology and epistemology, we propose a simple approach for theory evaluation, using thought experiments to identify issues in the formulations of extant theories, and formulate (...) the theory of Aesthetic Experience using grounded methods, visual mapping, and process modeling. The broader purpose of the paper is to revive the study of Whiteheadian process philosophy within organizational studies. (shrink)

We propose a theoretical framework that highlights the most important consequences of complexity for the form and evolution of projects and use it to develop a typology of project complexity. This framework also enables us to deepen the understanding of how knowledge production and flexibility strategies enable project participants to address complexity. Based on this understanding, we advance a number of propositions regarding the strategies that can be most effective for different categories of complexity. These results contribute to the integration (...) of various strands in the research on project complexity and provide a roadmap for further research on the strategies for addressing it. (shrink)