ABSTRACTIn this article I examine Axel Honneth’s positive theory of recognition. While commentators agree that Honneth’s theory qualifies as a positive theory of recognition, I believe that the deeper reason for why this is an apt characterisation is not yet fully understood. I argue that, instead of considering only what it is to recognise another person and what it means for a person to be recognised, we need to focus our attention on how Honneth pictures the practice of recognition as (...) a whole, which according to him works to make societies into places of greater freedom. This conception of recognition as a freedom-enhancing practice is supposed to provide a solution to a key problem of Frankfurt School critical theory, namely of how to determine the emancipatory practice in which critical theory is rooted, which becomes apparent as soon as one turns to the context in which Honneth originally develops his theory of recognition. At the end of the article, I offer a few reasons for doubting the overly positive picture of the practice of recognition that Honneth provides us with. (shrink)

In the past decade, the concept of recognition appears to have acquired an important theoretical position in the work and organization literature. While in principle recognition denotes a positive and social form of freedom, in current-day organizations recognition may be often negative or instrumental. In order to capture this ambivalence in organizational recognitive conditions, the recent work of the American philosopher Judith Butler appears particularly applicable. The purpose of this paper is to explore theoretically to what extent her views on (...) recognition shed new light on the variety of recognition patterns in current-day organizations. Towards that purpose, this paper first turns to the ‘master-slave’ episode in the work of Hegel and its influential interpretation by Kojève, which are at the heart of Butler’s reading and conception of recognition. As a second step, the ambivalent conception of recognition in the work of Butler is discussed and critically assessed, while in the final section this conception is extended to work and organizations. (shrink)