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  1. Technology as prospective ontology.Arie Rip - 2009 - Synthese 168 (3):405 - 422.
    Starting from common-sense notions of ‘furniture of the world’ a process ontology is developed in which prospective is an integral part. Technology as configurations that work (precariously) embodies expectations which structure further development. Examples (a cloned puppy, hotel keys, DC airplanes, stem cells, and overpasses on Long Island) are used to develop the notion of material narratives that are “written”, not just by engineers and designers/producers, but also by users: “reading” implies some further “writing”. In contrast to prevailing notions of (...)
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  • The Value of Doubt: Humanities-Based Literacy in Management Education.Ulrike Landfester & Jörg Metelmann - 2020 - Humanistic Management Journal 5 (2):159-175.
    Our paper addresses the question of what exactly the contribution of the humanities to management education could or should be, suggesting the concept of Literacy as both this contribution’s goal and method. Though there seems to emerge a consensus in the debate about the future of management education that the humanities should be involved with shaping it, some misconceptions about the humanities obscure the understanding of the why and how of it, most notably as to the manner in which they (...)
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  • Tacit knowledge management.Rodrigo Ribeiro - 2013 - Phenomenology and the Cognitive Sciences 12 (2):337-366.
    How can we identify and estimate workers’ tacit knowledge? How can we design a personnel mix aimed at improving and speeding up its transfer and development? How is it possible to implement tacit knowledge sustainable projects in remote areas? In order to answer these questions, it is necessary to distinguish between types of tacit knowledge, to establish what they allow for and to consider their sources. It is also essential to find a way of managing the tacit knowledge ‘stock’ and (...)
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  • “Don’t Mind the Gap!” Reflections on Improvement Science as a Paradigm.Trenholme Junghans - 2018 - Health Care Analysis 26 (2):124-139.
    Responding to this issue’s invitation to bring new disciplinary insights to the field of improvement science, this article takes as its starting point one of the field’s guiding metaphors: the imperative to “mind the gap”. Drawing on insights from anthropology, history, and philosophy, the article reflects on the origins and implications of this metaphoric imperative, and suggests some ways in which it might be in tension with the means and ends of improvement. If the industrial origins of improvement science in (...)
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  • Disclosing new worlds? : Strategic management, styles and meaning.Matthew A. Hancocks - unknown
    The philosopher Martin Heidegger argued that the truthful life was at risk of being lost in Western technological culture in the name of increasing control, efficiency, and agility. As the risk is actualised, so the human essence as truth maker is obscured and life itself feels poorer. This thesis draws on Heideggerian philosophy to demonstrate the loss in two dominant styles of contemporary strategic management: the world-picturing and, more recent, agile style. It builds a theory of post-agile strategic practice, which (...)
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  • The contradictory nature of knowledge: a challenge for understanding innovation in a local context and workplace development and for doing action research. [REVIEW]Hans Chr Garmann Johnsen, James Karlsen, Roger Normann & Jens Kristian Fosse - 2009 - AI and Society 23 (1):85-98.
    The argument in this article is that knowledge is an important phenomenon to understand in order to discuss development and innovation in modern workplaces. Predominant theories on knowledge in organisation and innovation literature, we argue, are based on a dualist concept of knowledge. The arguments found in these theories argue for one type of knowledge in contrast to another. The most prevailing dualism is that between local and universal knowledge. We believe that arguing along this line does not bring us (...)
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  • Achieving knowledge across borders: Facilitating practices of triangulation, obliterating “digital junkyards”. [REVIEW]Knut H. Rolland - 2006 - Ethics and Information Technology 8 (3):143-154.
    International companies expanding and competing in an increasingly global context are currently discovering the necessity of sharing knowledge across geographical and disciplinary borders. Yet, especially in such contexts, sharing knowledge is inherently complex and problematic in practice. Inspired by recent contributions in science studies, this paper argues that knowledge sharing in a global context must take into account the heterogeneous and locally embedded nature of knowledge. In this perspective, knowledge cannot easily be received through advanced information technologies, but must always (...)
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  • Paths of Corporate Irresponsibility: A Dynamic Process.Jill A. Küberling-Jost - 2019 - Journal of Business Ethics 169 (3):579-601.
    In this qualitative meta-analysis, I analyze corporate irresponsibility as an emergent organizational process. Organizations enacting irresponsible practices rely not only on a particular form of a process path, but on how this process path evolves within the organization. To achieve a better understanding of this process path, I conducted a qualitative meta-analysis drawn from 20 published cases of irresponsible organizations. I explore how and under which conditions irresponsible behavior of organizations arises, develops, and changes over time. The process path of (...)
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  • Wisdom in organizations: Whence and whither.David Rooney & Bernard McKenna - 2007 - Social Epistemology 21 (2):113 – 138.
    We trace the genealogy of wisdom to show that its status in epistemological and management discourse has gradually declined since the Scientific Revolution. As the status of wisdom has declined, so the status of rational science has grown. We argue that the effects on the practice of management of the decline of wisdom may impede management practice by clouding judgment, degrading decision making and compromising ethical standards. We show that wisdom combines transcendent intellection and rational process with ethics to provide (...)
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  • Action Research As an Ethics Praxis Method.Richard P. Nielsen - 2016 - Journal of Business Ethics 135 (3):419-428.
    Action research is combined research and practical action where the researcher joins with and acts with practitioners to help improve practice and theory building. Action research can be a form of Aristotelian critical, ethical praxis that developmentally changes the action researcher and the external world. Bernstein’s and Eikeland’s interpretations of Aristotelian ethics praxis are considered. The Argyris et al. “action-science” and the van de Ven “engaged scholarship” forms of action research with their differently nuanced interpretations of Aristotelian philosophy as foundations (...)
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  • Epistemic authority in employment interviews: Glancing, pointing, touching.Curtis LeBaron & Phillip Glenn - 2011 - Discourse and Communication 5 (1):3-22.
    Interviewers routinely orient to applicant files as they produce first pair parts that forward the business of the interview. As they do so, they make clear what they know, whether they already know it or are discovering it in the moment, whether it comes from the file in hand, and whether the applicant holds primary rights to confirm or amend that information. In these moments, participants work out issues of epistemic authority through an orchestration of multimodal behaviors, including talk, gesture, (...)
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  • Abstract Knowledge and Reified Financial Innovation: Building Wisdom and Ethics Into Financial Innovation Networks.David Rooney, Tom Mandeville & Tim Kastelle - 2013 - Journal of Business Ethics 118 (3):447-459.
    This article argues that abstract knowledge in the form of formally developed theory plays an increasingly important role in the economy and in financial innovation in particular.knowledge is easily reified, and this is an aspect of knowledge work that is insufficiently researched. In this article, we problematize reification of abstract knowledge in financial innovation from wisdom, ethics, and social network analysis perspectives. This article, therefore, considers the composition and structures of financial innovation networks that help avoid reification by building ethicality (...)
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  • Values in Professional Practice: Towards a Critical Reflective Methodology.Einar Aadland - 2010 - Journal of Business Ethics 97 (3):461-472.
    A prevailing conceptualization of values in organizations regards values as preferable modes of conduct or end-states of existence. Accordingly, values are pursued through prescriptions, actions of implementation and evaluation, based on the presumption that values inform actions. Thus, holding the ‘right’ values leads to desired practice. However, this is a problematic stance, suppressing the fact that correlation between value and action is highly questioned. The article claims that proliferation of values in organizations is more plausible and influential turning the process (...)
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  • Serving Two Masters: The Contradictory Organization as an Ethical Challenge for Managerial Responsibility.Mar Pérezts, Jean-Philippe Bouilloud & Vincent de Gaulejac - 2011 - Journal of Business Ethics 101 (S1):33-44.
    “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 (...)
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  • Who’s Afraid of Organization? Concepts, Process and Identity Thinking.Christian Garmann Johnsen - 2018 - Philosophy of Management 17 (3):303-319.
    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 (...)
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