Numerous high-profile ethics scandals, rising inequality, and the detrimental effects of climate change dramatically underscore the need for business schools to instill a commitment to social purpose in their students. At the same time, the rising financial burden of education, increasing competition in the education space, and overreliance on graduates’ financial success as the accepted metric of quality have reinforced an instrumentalist climate. These conflicting aims between social and financial purpose have created an existential crisis for business education. To resolve (...) this impasse, we draw on the concept of moral self-awareness to offer a system-theoretical strategy for crowding-in a culture of ethics within business schools. We argue that to do so, business schools will need to (1) reframe the purpose of business, (2) reframe the meaning of professional success, and (3) reframe the ethos of business education itself. (shrink)

Extant research suggests that individuals employ traditional moral heuristics to support their observed altruistic behavior; yet findings have largely been limited to inductive extrapolation and rely on relatively few traditional frames in so doing, namely, deontology in organizational behavior and virtue theory in law and economics. Given that these and competing moral frames such as utilitarianism can manifest as identical behavior, we develop a moral framing instrument—the Philosophical Moral-Framing Measure (PMFM)—to expand and distinguish traditional frames associated and disassociated with observed (...) altruistic behavior. The validation of our instrument based on 1015 subjects in 3 separate real stakes scenarios indicates that heuristic forms of deontology, virtue-theory, and utilitarianism are strongly related to such behavior, and that egoism is an inhibitor. It also suggests that deontic and virtue-theoretical frames may be commonly perceived as intertwined and opens the door for new research on self-abnegation, namely, a perceived moral obligation toward suffering and self-denial. These findings hold the potential to inform ongoing conversations regarding organizational citizenship and moral crowding out, namely, how financial incentives can undermine altruistic behavior. (shrink)

Humanism is very important issue. It is gaining its importance in being a hub for modern and contemporary philosophy since the Renaissance up to today; therefore, human philosophical and social researches are still taking place. The question is, is this issue has the same important in contemporary Iraqi thought and philosophy? We choose to answer this question by contributing directly to try rooting for a humanitarian contemporary Iraqi philosophy through the benefit of entire philosophical and intellectual achievements on this issue.

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) (...) wholeness, 2) comprehensive knowledge, 3) human dignity, 4) development, 5) common good, 6) transcendence, and 7) stewardship-sustainability. Next, it looks at four characteristics of a humanistic ethos for managing business: the view of the individual and human work, the role of the individual in the society and in interacting with nature, the business firm, and the purpose of business in society. Finally, it presents some insights for the practice of humanistic management. (shrink)

We advance a framework of three types of “retreats” – reflective, relational, and inspirational – that social change agents can use to sustain themselves through challenges inherent in their work. Retreats are defined as intentionally crafted spaces that provide opportunities for reflective practices, relational presence, and inspirational resources. The retreats framework is based on the experiences of a set of successful social entrepreneurs who have played a prominent role in establishing new organizations at the intersection of business in society. We (...) bridge ideas of humanistic management, integral practice, and positive organizational scholarship to identify and detail the personal practices that enable social change agents to fortify themselves as they work toward establishing new institutions and successfully implementing impactful work over time. Findings from this study suggest that the ability for social change agents to sustain themselves is facilitated through the cultivation of retreats that enable these individuals to persevere through adversity in organizational settings, build resilience, advance personal well-being, contribute to humanity’s welfare, and achieve success in their transformational endeavors. (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)

The notion of dignity as that which has intrinsic value has arguably been neglected in economics and management despite its societal importance and eminent relevance in other social sciences. While management theory gained parsimony, this paper argues that the inclusion of dignity in the theoretical precepts of management theory will: improve management theory in general, align it more directly with the public interest, and strengthen its connection to social welfare creation. The paper outlines the notion of dignity, discusses its historical (...) understanding, and explains its relevance in the context of management theory. Furthermore, it proposes a framework of paradigmatic assumptions along two dimensions: understanding human dignity as unconditional or conditional and understanding social welfare as wealth creation or well-being creation. I propose alternative management theory archetypes and discuss these archetypes’ theoretical implications for management research. I also suggest how management theory can be shifted to contribute toward social welfare creation more directly. (shrink)

We sketch out two basic paradigms informing banking practice: the economistic paradigm focusing on profit maximization and the humanistic one, serving the common good. We then highlight paradigmatic cases to explore how each of these business models fared during the quasi-natural experiment of the financial crisis. We find that many humanistic banks outperformed traditional economistic banks. Despite the uneven playing field humanistic banks fared remarkably well with regard to traditional financial performance judgements, muting criticisms of competitiveness. We find that overall (...) both paradigms can provide a basis for successful banking as long as social and financial value generation are blended. We conclude by providing lessons learned for better banking. (shrink)

The new features of the business environment have expanded the concept of organizational learning capability. In today’s competitive business environment, OLC has been recognized as an essential means to gain a sustainable competitive advantage. However, the effective development of that capability has not been sufficiently analyzed in the organizational learning literature. Prompted by a recent paradigm shift in the organizational sciences, this research explores the link between altruism and OLC testing a wider picture that includes two intermediate steps: Relationship Conflict (...) and Organizational Trust. To check our hypotheses, we used structural equations to analyze data from a survey of Spanish firms with recognized excellence in human resource management. Results indicate that organizational trust mediates on the altruism—OLC relationship; however, such linkage is not mediated by relationship conflict. Findings suggest that altruism and trust should be promoted in organizations in order to boost OLC. (shrink)

This conceptual article suggests a reexamination of current governance structures, specifically those of unitary boards after the financial crisis of 2008.We suggest that the existing governance structures are based on an outdated paradigm of business, rooted in economics. We propose an alternative paradigm, a more humanistic paradigm, which allows conceiving alternative, network-oriented governance structures. As hierarchical firms grow larger and more complex, the risk of failure increases from biases, errors, and missing data in communication and control systems. These problems are (...) exacerbated by information overload on senior managers, directors, and their respective regulators. In contrast to traditional corporate governance, network governance introduces a division of power via multiple boards, checks and balances, and active stakeholder engagement. We argue that those features could have prevented the stresses and failures of financial firms in 2008, since they were anticipated by both individuals within firms and external commentators. However, those exposed to risks possessed insufficient influence in either governing and/or regulating firms to take corrective action. (shrink)

Obedience: a simple term. Stanley Milgram, the famous experimental social psychologist, shocked the world with theory about it. Another man, Pol Pot, the infamous leader of the Khmer Rouge, showed how far the desire for obedience could go in human societies. Milgram conducted his experiments in the controlled environment of the US psychology laboratory of the 1960s. Pol Pot experimented with Utopia in the totalitarian Kampuchea of the 1970s. In this article, we discuss the process through which the Khmer Rouge (...) regime created an army of unquestioningly obedient soldiers – including child soldiers. Based on these two cases, we advance a framework on how obedience can be grown or countered. (shrink)

This article builds theory at the intersection of ecological sustainability and strategic management literature—specifically, in relation to dynamic capabilities literature. By combining industrial organization economics–based, resource-based, and dynamic capability–based views, it is possible to develop a better understanding of the strategies that businesses may follow, depending on their managers’ assumptions about ecological sustainability. To develop innovative strategies for ecological sustainability, the dynamic capabilities framework needs to be extended. In particular, the sensing–seizing–maintaining competitiveness framework should operate not only within the boundaries (...) of a business ecosystem but in relation to global biophysical ecosystems; in addition, two more dynamic capabilities should be added, namely, remapping and reaping. This framework can explicate core managerial beliefs about ecological sustainability. Finally, this approach offers opportunities for managers and academics to identify, categorize, and exploit business strategies for ecological sustainability. (shrink)

Drawing on insights from evolutionary psychology and modern neuroscience, this paper highlights propositions about human nature that have far reaching consequences, when applied to leadership. We specifically examine the main factors of human survival and extend them to a model for leadership in the twenty-first century. The discussion concludes with an outlook on the organizational and structural conditions that would allow for better and more balanced leadership.

Obedience: a simple term. Stanley Milgram, the famous experimental social psychologist, shocked the world with theory about it. Another man, Pol Pot, the infamous leader of the Khmer Rouge, showed how far the desire for obedience could go in human societies. Milgram conducted his experiments in the controlled environment of the US psychology laboratory of the 1960s. Pol Pot experimented with Utopia in the totalitarian Kampuchea of the 1970s. In this article, we discuss the process through which the Khmer Rouge (...) regime created an army of unquestioningly obedient soldiers — including child soldiers. Based on these two cases, we advance a framework on how obedience can be grown or countered. (shrink)

In this paper, we analyze the relationship between the logic of gift and team performance. We explore this connection empirically, using a detailed data set from the National Basketball Association. In particular, we use the NBA Cares Community Assist Award as a way to measure gift-giving to the community. We explore the response of an entire team after one if its members has been recognized for his gift-giving behavior. Using two winners, we show that after a player has received the (...) award there is an increase in the number of assists given by each member of the team, and that there is also an increase in the number of wins. Therefore, our results show that the team’s performance would improve after a player has been recognized because of his gift-giving attitude. This finding to management implies that managers’ incentivization of a sharing and giving philosophy would not only improve their relationship bond but it would also help them increase their performance. (shrink)

This article focuses on the concept of worldviews, arguing that a change in managerial worldviews is the key lever for addressing the social and global challenges facing humanity. We draw from a new synthesis of science and spirituality, with the addition of “other ways of knowing” that go beyond rational-empirical analysis, to suggest that what we call Quantum Worldviews are capable of generating the prosocial and pro-environmental behavior consistent with humanistic management. Using the yin-yang symbol as a metaphor, we suggest (...) that a transformation in consciousness, at the level of the paradigmatic assumptions held by managers about the nature of reality, can be understood through adult development theory. We also go beyond the metaphor to propose a quantum worldview based on a more literal interpretation of quantum science to fundamentally re-conceptualize what it means to be human, drawing on quantum research that suggests ontological wholeness and interdependence of all. Quantum Worldviews can help leaders, and the various systems of which they are a part, transition to a new science-based consciousness - long intuited by indigenous and nonwestern spiritual leaders - of an interconnected and dynamically coherent world. We identify a variety of practices that give managers a direct experience of Oneness, changing who they are at the deepest level of self-concept. Our research suggests that only when using such practices, and in sufficient numbers, will business leaders become agents of world benefit with the collective influence to bring about meaningful solutions to climate change and other wicked problems—in other words, needed system transformation. (shrink)

Why has responsible management been so difficult and why is the chorus of stakeholders demanding such responsibility getting louder? We argue that management learning has been framed within the narrative of economism. As such, we argue that managers need to be aware of the paradigmatic frame of the dominant economistic narrative and learn to transcend it. We also argue that for true managerial responsibility, an alternative humanistic narrative is more fit for purpose. This humanistic narrative is based on epistemological metaphors (...) and ontological insights that integrate the latest insights from evolutionists suggesting that humans only survived by being responsible. This understanding has consequences for responsible management learning in that it focuses on dignity literacy, balance orientation, as well as creativity and innovation for the common good. We argue that managerial learning within a humanistic paradigm is more likely to lead to ethical and sustainable business conduct. (shrink)

Designed to facilitate economic development, the corporate form now threatens human survival. This article presents an argument that organisations are yet to be ‘fit for purpose’ and that the corporate form needs to be re-designed to reach sustainability. It suggests that organisations need to recognise their agent status amongst a much wider and highly complex array of interconnected, dynamic economic, environmental and social systems. Human Factors theory is drawn on to propose that business systems could be made sustainable through re-design. (...) They could fit their environment more appropriately by improving: Efficiency, Adaptability and Social Cohesion. Leaders of organisations would also need to take a holistic approach to alter the organisation proactively to adapt to the systems within which it is embedded. (shrink)

The concept of community of persons, which focuses on both persons and the whole, helps understand solidarity. The latter is based on the social nature of persons. Community of persons and solidarity seems to be able to move away from the individualist perspective or the individualism-collectivism dichotomy. Using autopraxeography in a pragmatic constructivism epistemological paradigm, this article aims to explore how organizations can develop solidarity in a workplace. The experience presented takes place in a bank. It shows that communities of (...) persons with employees and customers are both ethical and financially efficient. These communities build a dialogue between persons and organizations. Nevertheless, it is impossible to force solidarity because it could generate derision that is contrary to the wished goal. Finally, while this model is based on solidarity, it focuses solely on internal solidarity. (shrink)

Humanistic management and mindfulness practices can potentiate one another to foster an inclusive society. By moving beyond a limited instrumental understanding of mindfulness practice to a generative mindfulness that incorporates a recognition of the rich nature of the human mind, awareness of cultural practices, and deeply rooted ethical foundations, managers can create organizational cultures that honor the sacred in every human being. A set of interviews with noted consultants and researchers on mindfulness and leadership suggests convergence on this perspective, as (...) does the experience of a university administrator in developing an anti-racist agenda for a large U.S. university. This article is based on both the personal experience and scholarly research of its authors and suggests ways that humanistic management education can contribute to creating inclusive workplaces through incorporating generative mindfulness in executive development as well as undergraduate programs. (shrink)

The emerging field of responsible management learning is characterized by an urgent need for transdisciplinary practices. We conceptualize constellations of transdisciplinary practices by building up on a social practice perspective. From this perspective, knowledge and learning are ‘done’ in interrelated practices that may span multiple fields like the professional, educational, and research field. Such practices integrate knowledge across disciplines and sectors in order to learn to enact, educate, and research complex responsible management. Accordingly, constellations of collaborative transdisciplinary practices span the (...) three layers of the responsible management field: Professional responsible management, responsible management education, and responsible management research. We apply this framework to map both recent responsible management learning publications and contributions to this special issue. We notice that although the responsible management field’s aspiration for transdisciplinarity is high the degree to which it has been realized is low. This results in our proposal for a research agenda, which points out impediments to transdisciplinary, and research directions for the responsible management learning field. We also highlight theoretical implications of our conceptual framework for the larger transdisciplinarity discussion. (shrink)

The integration of personalism into business ethics has been recently studied. Research has also been conducted on humanistic management approaches. The conceptual relationship between personalism and humanism , however, has not been fully addressed. This article furthers that research by arguing that a true humanistic management is personalistic. Moreover, it claims that personalism is promising as a sound philosophical foundation for business ethics. Insights from Jacques Maritain’s work are discussed in support of these conclusions. Of particular interest is his distinction (...) between human person and individual based on a realistic metaphysics that, in turn, grounds human dignity and the natural law as the philosophical basis for human rights, personal virtues, and a common good defined in terms of properly human ends. Although Maritain is widely regarded as one of the foremost twentieth century personalist philosophers, his contribution has not been sufficiently considered in the business ethics and humanistic management literature. Important implications of Maritainian personalism for business ethics as philosophical study and as practical professional pursuit are discussed. (shrink)

We theorize that, in the current development of business ethics, there is a fruitful evolution that dissolves the dichotomy between the normative and behavioral research approaches developed, respectively, by philosophers and social scientists; this approach avoids many of the limitations originated by such distinction by reconnecting their two separate narratives. We call this emerging research model Humanistic Business Ethics (HBE) as it emphasizes the centrality of the human dimension of business and the importance of adopting a richer concept of humanity (...) in business ethics research. We argue that this specific research model in business ethics emerges when scholars combine a pragmatist philosophical approach with some key ideas coming from stakeholder theory, which we summarize and connect. By leveraging collaboration across ethics, economics, psychology, and entrepreneurship, HBE can help business and society scholars undertake fruitful inquiries into the way business works (and should work) at its best. (shrink)

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 (...) discuss in more depth the concept of circular migration and explain the mechanisms under which this migration happens in the US and Canada. Next, by relying on Melé’s propositions, we elaborate on the case of the Mexican workers who enroll in these temporary job programs, with attention to the programs’ pitfalls and outcomes. Finally, we conclude with reflections on further research in humanistic management as a tool for improving temporary migration movements. (shrink)

We argue for the need for a new language for business – one that is capable of changing the current business decision-making frame of wins and losses to a frame of community and social learning. This paper outlines a classroom exercise about Nelson Mandela’s leadership, involving movies, case studies and poetry, and shows how the more holistic approach helps shift student views of the triple bottom line. Since neuroscience literature has shown that poetry can help enhance learning, students carefully study (...) “Invictus,” a poem written by Victorian-era poet Henley and revered by Mandela. As students dig deeper into the case study through classroom discussion, they begin to see Mandela’s leadership through a new frame, and in doing so broaden their own views. This more holistic approach to studying leadership may allow decision makers to adjust both their goals and the focus of their analysis to go beyond monetary outcomes to include socially and environmentally sustainable outcomes. (shrink)

The present research was guided by the important need for a diversion from an economistic to a humanistic management perspective of sustainability. It concentrates on the current importance of digital strategic communication, particularly regarding the concept of corporate sustainability in the context of the conflict arena of the oil industry. The focus is on the comparison of the persuasive effectiveness of the framings of corporate versus activist NGO website communications and their impacts on the perception of the triple pillars of (...) sustainability and, corporate greenwashing with respect to a proposed bituminous oil pipeline in Canada. The results of these pro and con messages were analyzed within the Elaboration Likelihood Model demonstrating a “non expert” peripheral route to a positive persuasion from exposure to the corporate communication versus an “expert” central route to a negative persuasion from the activist NGO communication. Subsequent exposure to the opposite website communication further emphasized the predominance of a negative persuasion based on both groups now being motivated as “expert” viewers of these strategic communications, leading to an important perception of greenwashing by participants resulting from vague claims, visual and linguistic contents of the corporate communication versus the mainly verifiable factual ones in that of the activist NGO. (shrink)

ABSTRACT:Giving without the expectation of reward is difficult to understand in organizational contexts. In opposition to a logic based on self-interest or a sense of duty, a “logic of gift” has been proposed as a way to understand the phenomenon of free, unconditional giving. However, the rationale behind, and effects of, this logic have been under-explored. This paper responds by first clarifying the three logics of action—the logic of exchange, the logic of duty, and the logic of gift—and then explains (...) how their balanced integration promises to enhance organizational life and outcomes. Having explicated the unique character and contributions of the logic of gift, the paper further suggests practical implications for management. Encouraging the logic of gift fosters more humane relationships within organizations and to enable individuals to be generous in ways that inspire trust and promote creativity. (shrink)

Presently it is en vogue to search and research business models heedful to concerns of social, moral, and ecological sustainability. On the view here defended, however, we ought not to strive for piecemeal corrections but for a thoroughgoing paradigm change of the predominant economic theories and practices in favor of a genuinely ‘humanistic management.’ This very call for humanistic management serves as an introduction into this paper. The article then lays out a concept of humanistic management in three methodologically distinct (...) steps, description – ascription – prescription, before addressing potential challenges to the approach of humanistic management and, finally, pointing out some of its practical implications. The article hence proceeds as follows: From a critique of the reductionist description of economic agency given in conventional economics, the paper moves on to the ascription of freedom and responsibility by and through human actors, which appears essential for any attempt at re-integrating moral prescriptions into economics and, by extension, management theory. The resultant, dignity-centered humanistic management conception is then defended against challenges from postmodern authors and defendants of ‘deep ecology’. Afterward, the article presents some normative postulates for management practice ; last, the main findings of the paper are summarized. (shrink)

In this study, we theorize humanness in organizations as a property of practice. We apply practice theory to examine how humanness becomes enacted in a business organization as people prioritize organizational and individual ends in their work activities. Our empirical case study examines the everyday interactions of development team members in an R&D organization of a large Nordic cooperative. Challenging the dominant individualist and structuralist approaches in humanness and human dignity studies, we identify and locate four different aspects of humanness (...) in organizational practices. As a result, we show how the emergence of humanness is an ongoing process that transpires through two mechanisms: site shifting and reconciliation; that is, people shift between different sites of the social, consisting of different sets of practices with underlying disparate assumptions of humanness, which requires reconciliation. These findings provide a basis for an alternative theorizing of humanness in organizations. (shrink)

In this paper we advance inquiry into human dignity in relation to the theory and practice of social entrepreneurship and innovation in a two-fold manner. First, we explore how concepts from the literatures of human dignity and humanistic management can inform and enrich social entrepreneurship and innovation. Second, we examine case studies of social entrepreneurship and innovation to refine how we think about and operationalize notions of human dignity. In this way, we connect human dignity research more closely to alternative (...) life-conducive forms of organizing. Our goals are to advance an understanding of human dignity and to make this concept more accessible and relevant in business and management, as well as to explore how the practice of social entrepreneurship and innovation can both enrich and be enriched by the notion of human dignity. Third, we draw on the emerging literature of humanistic management to generate a classification system in the context of social innovation that specifies how organizing can contribute to dignity restoration, dignity protection, and dignity promotion. We elaborate and showcase paradigmatic cases, probe the limits of these cases for future research, and consider how to extend this dignity organizing model to other modes of business practice, such as the notion of value creation. Fourth, we outline an emerging research agenda for those interested in connecting innovation and organizing practices writ large with the notion of human dignity. (shrink)

As the gap between the world’s rich and poor grows wider and the limitations of institutional solutions such as foreign aid continue to be exposed, students of development are shifting their focus toward individualistic business-based solutions that seek to draw members of marginalized communities into the global marketplace. This focus on the individual, however, raises three interconnected issues: it privileges a view of the human person as individualistic versus relational, it proposes isolated solutions that are not scalable, and it can (...) leave would-be change agents feeling hopeless. Drawing on insights from sociology, political philosophy, and Catholic social thought, the current paper presents an alternative path to educating for an inclusive economy by arguing that our greatest structural challenges require us not to abandon institutional solutions but rather to develop better institutions rooted in a fuller notion of the human person. Specifically, by cultivating a mindset of relationality through immersion experiences and mindfulness practices, we propose that business education can empower students to develop hope-filled solidarity with the marginalized, understand their role in the global economic system, and as future business leaders, build virtuous institutions for the common good. (shrink)

The philosophical nature of ethical reasoning generates different definitions of moral subjectivity. Thus any talk of leadership ethics requires not only that we confront biases regarding human nature and the purpose of leadership and business conduct, but also differing ethical approaches which may be rooted in specific cultural and religious backgrounds. Building a conceptual framework for leadership ethics which overcomes these obstacles of bias and cultural embeddedness therefore requires another approach. It can be found in the concept of the Global (...) Ethos values. Using Kohlberg’s model of moral development, the Global Ethos values appear as a protoethical system of values with a level-six effect, a universally explicable deontological canon of ethical values below the sixth level, i.e. in the realm of hands-on management and leadership. As non-judgmental and regulative guiding principles, these values are the normative guidelines for selecting a situationally appropriate form of leadership style before and beyond any philosophical explication and rationale. (shrink)

Corporate social responsibility focuses organizational inquiry on the role of business in society and corporate social performance provides a framework comprised of principles, processes and outcomes describing CSR performance. Virtuous social responsiveness describes CSP from a humanistic management perspective, providing an alternative principle of social responsibility as the basis from which processes and outcomes flow. Incorporating humanistic management assumptions into the role of business in society leads to social performance predicated on well-being creation and dignity promotion. VSR requires a principle (...) of social responsibility grounded in eudaemonia, positioning well-being creation as the common good, as opposed to wealth creation. Dignity promotion within stakeholder relationships is a second requirement for VSR, indicated by altruist stakeholder culture and a collectivistic organizational identity orientation. Theoretical propositions are developed to describe a humanistic management perspective on CSP. A current example of an organization engaging in VSR is provided, illustrating potential CSP outcomes. A discussion of the importance of VSR is presented, along with implications and future research. (shrink)

This paper is the Introduction to the Special Issue comprising a selection of papers submitted to the 19th IESE International Symposium on Ethics, Business and Society. The main topic of the Symposium was “Ethical Challenges in Strategic Management.” The paper presents the rationale and context of the Symposium. We begin with a brief historical overview of the evolution of the relationship between ethics and strategy. We propose four pillars that are at the core of a definition of strategy and elaborate (...) on how ethics can contribute to strategy. We present the six papers that make up this selection within the framework of the four aspects introduced in the previous section. We conclude with some proposals for further research that consider the content of the papers. (shrink)

Business firms have been explained as internal markets or as communities. To be sustainable, however, they need to reconcile these two constituting elements that have mainly been touted as opposite and part of a dualistic relationship. We suggest that organizations may, in alternative, view market and community as part of a duality, interdependent and mutually constituting processes that may not only contradict each other but also enable one another. The implications of a duality view for business ethics, which articulates market (...) and community elements in a fruitful, mutually enabling relationship, are considered, and duality is presented as a way of transcending what is commonly viewed as opposition, moving organizations both in the direction of humane and competitive finalities. (shrink)

Even if the concept of “community of persons” is more and more present, only a few studies with practical cases actually use it. This paper is based on the pragmatic constructivism epistemological paradigm and uses an autopraxeography method from a previous action research study. The case presented concerns part of a large business. At the beginning of our study, this organization experienced many conflicts. The intervention we implemented developed dialogues and built a community of persons. At the end of this (...) story, a new HR manager arrived and decided to stop what was previously implemented, putting an end to the dialogues and all of the collaboration that went along with them. This way of doing leads to fake productivity because it generates a lot of hidden costs. Thus, this case shows that a dialogue is necessary to build a community of persons, and vice versa. Otherwise, there are just associations of individuals. (shrink)