In this article, we philosophically reflect on the nature of business management. We move beyond the political paradigm of the conceptualization of management in order to lay the ground for a philosophy of business management. First, we open-up the self-evident conceptualization of business management in contemporary management practices by comparing ancient and contemporary definitions of management. Second, we develop a framework with six dimensions of the nature of business management that can guide future philosophical and empirical work on the nature (...) of business management: management control, people management, asset management and entrepreneurial action, management as participation, management as responsive action and management as constituting meaning. (shrink)

This paper defends an inferential conception of scientific representation. It approaches the notion of representation in a deflationary spirit, and minimally characterizes the concept as it appears in science by means of two necessary conditions: its essential directionality and its capacity to allow surrogate reasoning and inference. The conception is defended by showing that it successfully meets the objections that make its competitors, such as isomorphism and similarity, untenable. In addition the inferential conception captures the objectivity of the cognitive representations (...) used by science, it sheds light on their truth and completeness, and it explains the source of the analogy between scientific and artistic modes of representation. (shrink)

This article is a transcript of an interview with David Shaw, the author of the book, “An Ancient Greek Philosophy of Management Consulting: Thinking Differently about its Assumptions, Principles and Practice”, published with Springer in 2022. It discusses his reasons for looking to the ancient Greek philosophers for new ideas about management consulting, and how his papers for this journal have contributed to the development of the book.

This paper introduces the special theme on management and political philosophy, following a call for papers in the journal Philosophy of Management. The scope of this introduction is to emphasize the importance of political philosophy as a subtheme in the discipline of philosophy of management by shedding light on a cornerstone conversation: the role of the state in fostering corporate accountability for social injustice. For doing so, we present the papers invited to this special theme and show how they contribute (...) to this conversation. Inspired by the arguments that the articles in this special theme develop, we also provide further thoughts for the directions that future research should pursue for enriching the discussions in the political philosophy of management. (shrink)

Books V and VI of Aristotle's Politics constitute a manual on practical politics. In the fifth book Aristotle examines the causes of faction and constitutional change and suggests remedies for political instability. In the sixth book he offers practical advice to the statesman who wishes to establish, preserve, or reform a democracy or an oligarchy. He discusses many political issues, theoretical and practical, which are still widely debated today--revolution and reform, democracy and tyranny, freedom and equality. David Keyt presents a (...) clear and accurate new translation of these books, together with a commentary which, though primarily philosophical, also supplies a key to Aristotle's many historical references. It is intended to guide readers towards a proper understanding of this classic text in the history of political thought, and does not assumes knowledge of Greek or of ancient history and politics. (shrink)

This paper applies Emmanuel Levinas’ philosophy to the management practice of leadership. Specifically, it focuses on servant leadership, which is considered the most dyadic other-oriented style. While often viewed altruistically, servant leadership can still be egological if it totalizes followers to a leader’s interests and to organizational ends. This paper conceptualises an enriched version of servant leadership using key ideas taken from Levinas’ understanding of the infinite Other and then describes this style using relevant examples. This novel approach, Servant-Leadership-for-the-Other, offers (...) a theoretical lens by which to enrich existing leadership practices as well as providing a style of leadership better suited for the twenty-first century. (shrink)

Management theory is a diverse field where multiple theoretical perspectives coexist and coevolve, leading to conceptual pluralism. While conceptual pluralism is useful for grasping different aspects of the complex reality we live in, it may limit the further development of knowledge on elemental concepts. In this article, we focus on knowledge on the natural environment (NE) in management theory. We argue that management scholars and practitioners often rely on theoretical lenses that tend to reify the NE, thereby limiting the conceptualization (...) of some of the essential properties of the NE. Drawing on the example of the conceptual development of the ecosystem services (ES) at the intersection of economics and biology, we identify the advantages and the limits of interdisciplinary theory-building and testing. Finally, we discuss how tools from the philosophy of science can be useful for proposing a way forward for integrating reliable knowledge on the natural environment in management theory. (shrink)

We attempt in this paper to define a new field of study for philosophy: philosophy of management. We briefly speculate why the interest some managers and management writers take in philosophy has been so little reciprocated and why it needs to be. Then we suggest the scope of this new branch of philosophy and how it relates to and overlaps with other branches. We summarise some key matters philosophers of management should concern themselves with and pursue one in some detail. (...) We conclude with an invitation. (shrink)

This article answers the question raised by the special issue of this journal in a positive way: managerial practices do need philosophy. In particular, it argues for a more concrete claim: managerial practices have needed philosophy in the past to develop some important intellectual tools, and today they still need to be open to the continuous conceptual and methodological innovations introduced by competing philosophical research programmes, because loyalty to just one favourite philosophical paradigm can hinder the ability of managerial practices (...) to express their full potential, whereas openness to philosophical innovation can help managers keep their conceptual tools up to their tasks. The authors argue for this thesis in concreto: they discuss a specific branch of managerial practice—marketing—and illustrate that a preeminent form thereof, i.e. Experiential Marketing, has needed philosophy, and still needs it nowadays, in order to achieve its goals and overcome certain problems. They also point out that Experiential Marketing needs to renew and integrate some of its philosophical assumptions and conceptual tools in the light of innovations brought about by a recent philosophical turn. In particular, the authors argue that philosophy has provided essential conceptual tools for the articulation of the notions of experience and authenticity used in Experiential Marketing; they claim that the excessive reliance of Experiential Marketing upon a problematic and somewhat outdated ontology produces paradoxes with important repercussions upon managerial practice; and they show that those problems can be overcome by integrating and partially renewing its assumptions and conceptual tools, in the light of a fresher philosophical framework. Shortcomings and solutions are discussed with reference to a specific case study: Venice as an experientially rewarding and authentic tourist destination during the Covid19 crisis, but also as a World Heritage property whose management entails difficult choices. The fruitfulness of the paradigm revision is shown also by integrating the conceptual toolkit of Experiential Marketing with three relatively new notions, deriving from a new realist framework: independence, attrition and perception. (shrink)

The necessity of epistemological theorisation for management science is questionable. However, epistemology can be useful if the following distinction between three kinds of epistemology, usually overlooked, is taken into account: epistemology as a structured academic discipline, epistemology as an intellectual exercise produced outside academic epistemology, and finally the epistemology specific to each researcher. When this distinction is not made, epistemology can become counterproductive and impede scientific work.

This article analyses the first 20 years of the journal Philosophyof Management to provide insight into how the journal has developed and delineated the field of philosophy of management. Our content analysis uses an inductively developed combination of thematic and frequency analysis. We present our findings in a descriptive tone, inviting scholars to reflect upon how the journal has shaped the field over the past two decades, and to trigger a discussion on a more deliberately inclusive future shaping of the (...) field. (shrink)

The value of applied philosophy is often taken to consist in its contribution to our understanding of practical issues with which applied philosophy engages and in its contribution to their satisfactory resolution. This chapter examines the relationship between the nature of applied philosophy and its value. It regards the value of applied philosophy as dependent both on its philosophical quality and on its contribution to the understanding and (potential) resolution of practical issues with which it engages. These dual points of (...) reference are difficult simultaneously to fulfill and arguably sometimes in tension with one another. The chapter takes issue with the idea that the value of applied philosophy consists, or ought to consist, in its direct impact on actual policy or practice. (shrink)

Since management is about influencing - influencing people who work in the organization, the structure and practices of the organization, as well as its environment - how ‘influencing’ is understood evidently makes a huge difference. The still popular empiricist concept of cause-effect relations as presupposing regularities is mistaken, since it forms no sufficient basis for action in new and unique situations. As alternative notions of causation, the paper discusses the Critical Realist conception of causal powers and the counterfactual conditional view, (...) arguing that the classical notion of power (dunamis in Greek; power, potentiality, possibility, ability, capacity, capability in English) offers the most fruitful analysis of causal relations for managerial purposes. The paper presents the four ontological features of power scrutinised already by Aristotle in his Metaphysics and Physics, and actively discussed in current philosophy of science. These are the potentiality-actuality distinction, full power as consisting of an active and a receptive component, the distinction of rational and non-rational powers, and the idea of hierarchy of powers. These ontological distinctions suit management contexts not only because they allow room for new unique decision-making situations, but primarily because they imply invaluable practical advice. The relevance of the power ontology for management is illustrated in the context of the Bohm and the new Timeout dialogue. The paper concludes with a summary of the practical implications of the classical power ontology to management and the adoption of dialogical practices to managerial expertise. (shrink)

This is an expanded version of an interview with Nigel Laurie, based on his contribution to the 11th Annual Australasian Business Ethics Network (ABEN) Conference, held on 8 December 2021. The conference theme Calculative silences and the agency of business ethics scholars is the focus of this interview. After studying philosophy at Glasgow and Guelph in Canada and a career in IBM, Nigel Laurie established his own management consultancy and went on to found the Philosophy of Management journal in 2001. (...) He edited it for its first 8 years and led the early international Philosophy of Management conferences at St Anne’s College, Oxford. In this interview Nigel reflects on his experiences as a consultant in government, the public, private and third sectors across the world and as a visiting academic and offers insights on leadership, agency, analogies, silences and voices for ethics education and practice. (shrink)

This paper enquires into the possibility of establishing a causal link between social performance (SP) and financial performance (FP) in corporate social responsibility (CSR). It shows that this endeavour is limited by several biasing factors (such as time horizons, sample choices and the tools chosen to measure SP and FP) and faces the logical fallacy post hoc ergo propter hoc (after this, therefore because of this), which indicates that a sequence of events does not necessarily establish a causal link. The (...) paper contributes to the methodological literature in CSR currently focused on empirical tests aiming to discern the linkages between SP and FP, both by emphasising the interest in interpreting and justifying SP and by suggesting a redirection of empirical efforts towards the understanding of entrepreneurial preference for a specific type of SP. (shrink)