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David Rooney [11]David M. Rooney [1]
  1. Bernard McKenna & David Rooney (forthcoming). The Problem of Spirituality in the Workplace. Philosophy of Management.
    This paper considers the problem of situating spirituality in the contemporary workplace that has little direct concern for contemplating the nature of the ultimate, immaterial reality, the greater good, or the inner life of employees’ souls. We argue that contemporary discourse has accommodated spirituality (in the workplace) primarily as either an opiate that dulls psychic pain or as an abstract formula that obfuscates our conditions of existence and actually reduces our capacity for transcendence or going beyond. Clearly this is meant (...)
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  2. David Rooney, Joan Leach & Peta Ashworth (2014). Doing the Social in Social License. 28 (3-4):209-218.
    A social license to operate (SLO) is said to result from a complex and sometimes difficult set of negotiations between communities and organizations (NGOs, government, and industry). Each stakeholder group will hold different views about what is important, what is true, and who can or cannot be trusted. This article reviews the contributions made in this special issue on SLO. It also sketches the benefits of applying phronesis, or a practical wisdom-based theorization, of how SLOs can be co-produced.
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  3. David Rooney, Tom Mandeville & Tim Kastelle (2013). Abstract Knowledge and Reified Financial Innovation: Building Wisdom and Ethics Into Financial Innovation Networks. 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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  4. Hannes Zacher, Liane K. Pearce, David Rooney & Bernard McKenna (2013). Leaders' Personal Wisdom and Leader-Member Exchange Quality: The Role of Individualized Consideration. Journal of Business Ethics:1-17.
    Business scholars have recently proposed that the virtue of personal wisdom may predict leadership behaviors and the quality of leader–follower relationships. This study investigated relationships among leaders’ personal wisdom—defined as the integration of advanced cognitive, reflective, and affective personality characteristics (Ardelt, Hum Dev 47:257–285, 2004)—transformational leadership behaviors, and leader–member exchange (LMX) quality. It was hypothesized that leaders’ personal wisdom positively predicts LMX quality and that intellectual stimulation and individualized consideration, two dimensions of transformational leadership, mediate this relationship. Data came from (...)
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  5. Bernard McKenna, David Rooney & Jay Hays (2011). Wisdom and the Good Life. Philosophy of Management 10 (1):1-8.
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  6. Bernard McKenna, David Rooney & René ten Bos (2007). Wisdom as the Old Dog with New Tricks. Social Epistemology 21 (2):83 – 86.
    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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  7. David Rooney & Bernard McKenna (2007). Wisdom in Organizations: Whence and Whither. 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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  8. Philip Graham & David Rooney (2001). A Sociolinguistic Approach to Applied Epistemology: Examining Technocratic Values in Global 'Knowledge' Policy. Social Epistemology 15 (3):155 – 169.
    This special issue presents an excellent opportunity to study applied epistemology in public policy. This is an important task because the arena of public policy is the social domain in which macro conditions for ‘knowledge work’ and ‘knowledge industries’ are defined and created. We argue that knowledge-related public policy has become overly concerned with creating the politico-economic parameters for the commodification of knowledge. Our policy scope is broader than that of Fuller (1988), who emphasizes the need for a social epistemology (...)
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  9. David M. Rooney (1990). A Commentary on Lamentations Over Papal Social Teaching. The Chesterton Review 16 (3/4):317-325.
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