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)

Latour is a world famous and widely published French sociologist who has written with great eloquence and perception about the relationship between people, science, and technology. He is also closely associated with the school of thought known as Actor Network Theory. In this book he sets out for the first time in one place his own ideas about Actor Network Theory and its relevance to management and organization theory.

Heritage has burgeoned over the past quarter of a century from a small e;lite preoccupation into a major popular crusade. Everything from Disneyland to the Holocaust Museum, from the Balkan wars to the Northern Irish troubles, from Elvis memorabilia to the Elgin Marbles bears the marks of the cult of heritage. In this acclaimed book David Lowenthal explains the rise of this new obsession with the past and examines its power for both good and evil.

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of unitary boards after the financial crisis of 2008.We suggest that the existing governance structures are based on an outdated paradigm of business, rooted in economics.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)

According to the origin of the word "humanism" and the concept of humanitas where the former comes from, management could be called humanistic when its outlook emphasizes common human needs and is oriented to the development of human virtue, in all its forms, to its fullest extent. A first approach to humanistic management, although quite incomplete, was developed mainly in the middle of the 20th century. It was centered on human motivations. A second approach to humanistic management sprang up in (...) the 80's and centered on organizational culture. This implied a wider approach to the human condition while taking into account the influence of culture on behaviors and decisionmaking, but it is incomplete, too. There is a third approach to humanistic management, which is still emerging, that considers a business enterprise as a real community of persons. That means promoting unity and favoring the acquisition of human virtues. This humanistic management approach is a real challenge in order to achieve a higher moral quality in management, human virtues among people and more efficient organizations. (shrink)

Humanistic reform of management theory and practice could be expected to take a plurality of guises. One such manifestation of the desire for a humanistic reorientation of management discourse is the Weltethos Institut at the University of Tübingen, Germany. The Institute’s work builds on the legacy of founder Hans Küng in the sphere of interreligious and intercultural dialogue, and seeks to apply the humanistic insights learnt there to the world of organisations. For Küng, the ‘World Ethos’ is a discovery, less (...) of a common letter than of a common spirit among the world’s major and minor spiritual and cultural traditions, which he summarises as ‘Basic Trust in life and reality’, a yes-saying disposition of love for life ‘despite all temptations to reject it’. Without such a basic disposition, Küng argues, ‘no one can behave ethically’. This paper explores the paradox at the heart of the ‘World Ethos’ idea as it applies to questions of organisational leadership and management: if a certain spirit of Grundvertrauen among employees is indeed a feature of successful organisations, the attempt to cultivate it directly in the name of increased efficiency or profit is a potentially sinister and counter-productive enterprise. A more truly humanistic approach to organisational management might ease up on the top-down ‘love and trust’ message and instead provide a platform on which all members of an organisation feel free to reveal their ‘whole selves’ and explore their own spiritual sources—and those of colleagues—in a critical but ultimately trusting and constructive climate. (shrink)

As a philosopher, whose theory about economics and business is systematically connected to a moral and political philosophy, Aristotle provides a rich conceptual framework to reflect upon personal wellbeing, the wealth of households, and the welfare of the state. Even though Aristotle has mainly been portrayed as an enemy of business, interest in his teachings has been on the rise among management scholars. Several articles have examined Aristotle's position with regard to current managerial approaches such as total quality management, knowledge (...) management, crisis management, and networking. Even though Aristotle is a constant reference point for business ethics scholars, only rarely have there been attempts to see what consequences his thinking would have for reorienting business philosophy and organizational strategy. In this study, we wiD outline how Aristotle's theory of household management can be applied to the management of modern corporations. We argue that conceptions of chrematistike and oikonomia provide a basis to discuss the relationship between business and society and to draw important conclusions for business management. (shrink)

In an increasingly globalised world, economic and cultural imperatives can be seen as two of the most powerful forces shaping human behaviour. This book considers the relationship between economics and culture both as areas of intellectual discourse, and as systems of societal organisation. Adopting a broad definition of culture, it explores the economic dimensions of culture, and the cultural context of economics. The book is built on a foundation of value theory, developing the twin notions of economic and cultural value (...) as underlying principles for integrating the two fields. Ideas of cultural capital and sustainability are discussed, especially as means of analysing the particular problems of cultural heritage, drawing parallels with the treatment of natural capital in ecological economics. The book goes on to discuss the economics of creativity in the production of cultural goods and services; culture in economic development; the cultural industries; and cultural policy. (shrink)

What is the purpose of our economic system? What would a more life-serving economy look like? There are many books about business and society, yet very few of them question the primacy of GDP growth, profit maximization and individual utility maximization. Even developments with a humanistic touch like stakeholder participation, corporate social responsibility or corporate philanthropy serve the same goal: to foster long-term growth and profitability. Humanism in Business questions these assumptions and investigates the possibility of creating a human-centered, value-oriented (...) society based on humanistic principles. An international team of academics and practitioners present philosophical, spiritual, economic, psychological and organizational arguments that show how humanism can be used to understand, and possibly transform, business at three different levels: the systems level, the organizational level and the individual level. This groundbreaking book will be of interest to academics, practitioners and policymakers concerned with business ethics and the relationship between business and society. (shrink)

A recursive analysis of network and institutional evolution is offered to account for the decentralized structure of the commercial field of the life sciences. Four alternative logics of attachment - accumulative advantage, homophily, follow-the-trend, and multiconnectivity-are tested to explain the structure and dynamics of interorganizational collaboration in biotechnology. Using multiple novel methods, the authors demonstrate how different rules for affiliation shape network evolution. Commercialization strategies pursued by early corporate entrants are supplanted by universities, research institutes, venture capital, and small firms. (...) As organizations increase their collaborative activities and diversify their ties to others, cohesive subnetworks form, characterized by multiple, independent pathways. These structural components, in turn, condition the choices and opportunities available to members of a field, thereby reinforcing an attachment logic based on differential connections to diverse partners. © 2005 by The University of Chicago. All rights reserved. (shrink)