Social entrepreneurship increasingly involves collective, voluntary organizing efforts where success depends on generating and sustaining members’ participation. To investigate how such participatory social ventures achieve member engagement in pluralistic institutional settings, we conducted a qualitative, inductive study of German Renewable Energy Source Cooperatives. Our findings show how value tensions emerge from differences in RESCoop members’ relative prioritization of community, environmental, and commercial logics, and how cooperative leaders manage these tensions and sustain member participation through temporal, structural, and collaborative compromise strategies. (...) We unpack the mechanisms by which each strategy enables members to justify organizational decisions that violate their personal value priorities and demonstrate their varying implications for organizational growth. Our findings contribute new insights into the challenges of collective social entrepreneurship, the capacity of hybrid organizing strategies to mitigate value concessions, and the importance of logic combinability as a key dimension of pluralistic institutional settings. (shrink)

A study of 513 executives researched decisions involving ethics, relationships and results. Analyzing personal values, organization role and level, career stage, gender and sex role with decisions in ten scenarios produced conclusions about both the role of gender, subjective values, and the other study variables and about situational relativity, gender stereotypes, career stages, and future research opportunities.

Examines the complexity of people's value systems and how these can be taken account of and managed. Taking a critical approach, the text explores the diversity of reasons why people act ethically, or not, at work. Chapters include The Dishonest Manager and The Myth of Shared Values.

The relationship between religion and education in the Minahasa community still receives inadequate attention. One local wisdom that has experienced degradation of its noble values over the years is the mapalus culture. Therefore, it is imperative to construct and manage Christian Religious Education (CRE) in Minahasa due to its ability to properly accommodate religious values and issues or local culture. This study tries to determine the right management values in mapalus culture that can contribute to CRE development (...) in Minahasa. Data were descriptively collected from articles, books, and interview information from community leaders. The result showed that solidarity and discipline management are elements of mapalus that have the potential to be synergized with CRE management. Contribution: The research's main contribution is to offer mapalus values to the CRE management development. This finding could be a formula for other context and future agenda that could bring together education, religion and culture. (shrink)

The salience of owner-manager values to small and medium sized enterprise (SME) engagement with ethics and social responsibility is well documented. Despite this, understanding of how these values are transposed into and become embedded within the culture, norms and practices of SMEs remains limited. Through drawing on a sample of SMEs in the South West of England, this paper identifies the mechanisms which owner-managers seek to use to embed their values within their organisations—_rational values sharing_, (...) _affective values sharing_ and _building values-aligned relationships_—while distinguishing a number of barriers they meet in the process. It further builds on previous research and explicates such embedding processes by means of discerning and providing rich descriptions of eight key owner-manager values. The work of Alain Locke on values is drawn on theoretically to frame the embedding of such values as a reflexive, ongoing process, while the utility of his work—largely absent from the field of business ethics so far—is highlighted. (shrink)

Recent philosophical literature has highlighted the complexities of handling dissent in science. On one hand, scientific dissent can be very harmful, as when “merchants of doubt” strategically appeal to dissent in order to undermine important environmental and public-health initiatives. On the other hand, scientific dissent can also be beneficial when it helps to promote scientific objectivity, progress, and public engagement. Some authors have responded to this tension by suggesting criteria for distinguishing normatively appropriate and inappropriate dissent, while other authors have (...) suggested that it is more fruitful to alter the social context in which science operates in order to alleviate the negative effects of dissent over the long term. This paper proposes another approach that may be helpful for managing particularly challenging cases of scientific dissent. It argues that instances of scientific dissent often incorporate debates over value judgments, so many difficult cases of dissent can be navigated by: (1) identifying and highlighting those value judgments; and (2) managing those value judgments by drawing strategies from the extensive literature on values and science. The paper illustrates this approach by examining a case study of dissent over the treatment of long-term symptoms associated with Lyme disease. (shrink)

This omnibus comprises three outstanding books by Professor S.K. Chakraborty on the need for value-driven management and corporate ethics - "Management by Values", "Ethics in Management", and "Values and Ethics for Organizations".

Corporate social responsibility refers to the duty of management to consider and respond to issues beyond the organization’s economic and legal requirements in line with social and environmental values. However, ‘management’ is constituted by real people responsible for routine decisions and formulation and implementation of policies. It can be said therefore that the ethical ideals and beliefs of these individuals – in particular their personal values – play an important role in their decisions. It is contended in this (...) article that the personal values of managers may contribute to the creation and maintenance of ‘CSR cultures’ in their organizations; that is, organizational cultures focused on ensuring environmental and social sustainability. Based on an exploratory study carried out in Brazil in 2008, this article explores the perceptions of five CSR managers in relation to the influence of their personal values on their work. The first part discusses the notion of CSR within the context of Brazilian society, the second provides a brief literature review on the link between values and organizational cultures and the third explores the perceptions of the participating managers, identifying the main thematic patterns that emerged in the study. (shrink)

Corporate social responsibility (CSR) refers to the duty of management to consider and respond to issues beyond the organization's economic and legal requirements in line with social and environmental values. However, 'management' is constituted by real people responsible for routine decisions and formulation and implementation of policies. It can be said therefore that the ethical ideals and beliefs of these individuals - in particular their personal values - play an important role in their decisions. It is contended in (...) this article that the personal values of managers may contribute to the creation and maintenance of 'CSR cultures' in their organizations; that is, organizational cultures focused on ensuring environmental and social sustainability. Based on an exploratory study carried out in Brazil in 2008, this article explores the perceptions of five CSR managers in relation to the influence of their personal values on their work. The first part discusses the notion of CSR within the context of Brazilian society, the second provides a brief literature review on the link between values and organizational cultures and the third explores the perceptions of the participating managers, identifying the main thematic patterns that emerged in the study. (shrink)

Despite the fact that business people and business students often cast doubt on the relevance of universal moral principles in business, the rejection of relativism is a precondition for business ethics to get off the ground. This paper proposes an educational strategy to overcome the philosophical confusions about relativism in which business people and students are often trapped. First, the paper provides some conceptual distinctions and clarifications related to moral relativism, particularism, and virtue ethics. More particularly, it revisits arguments demonstrating (...) that virtues in business are not in contradiction with the relevance of universal principles, despite the fact that virtue ethics is often identified with particular relationships and contexts. It goes on to show how students and managers, but also researchers, often mix up radically different conceptions of moral relativism. It is also argued that this confusion is in part created by the cross-cultural management literature in which the methodological stance of the value-freedom of the social sciences is, in a perplexingly mistaken way, transformed into a rejection of all normative discussion and a plea for relativism. The remainder of the paper presents some tools that may be helpful in steering people toward less simplistic views about moral relativism and virtue ethics. It further argues that it is equally important to spell out that moral universalism can be understood in a humble way, without implying either arrogant ethnocentrism or omniscience, as part of an ongoing debate that progresses gradually. (shrink)

In this theoretical paper, motives for CSR are considered. An underlying assumption is that the commercial imperative is not the sole driver of CSR decision-making in private sector companies, but that the formal adoption and implementation of CSR by corporations could be associated with the changing personal values of individual managers. These values may find expression through the opportunity to exercise discretion, which may arise in various ways. It is suggested that in so far as CSR initiatives represent (...) individuals' values, so the responsibility in evidence is less obviously corporate. Our emphasis on personal initiative is intended to counter a tendency to view the corporation as the agent, and may serve to remind us that individuals can, indeed, make a difference. (shrink)

Current debates in science and technology studies emphasize that the bio-economy—or, the articulation of capitalism and biotechnology—is built on notions of commodity production, commodification, and materiality, emphasizing that it is possible to derive value from body parts, molecular and cellular tissues, biological processes, and so on. What is missing from these perspectives, however, is consideration of the political-economic actors, knowledges, and practices involved in the creation and management of value. As part of a rethinking of value in the bio-economy, this (...) article analyzes three key political-economic processes: financialization, capitalization, and assetization. In doing so, it argues that value is managed as part of a series of valuation practices, it is not inherent in biological materialities. (shrink)

India today is facing value crisis. Drift started during the British era and since then it has been witnessing continuous erosion of values. At that time the man who came to India’s rescue was Mahatma Gandhi, man of principles and values who never compromised with his values. He along with his powerful values of truth and non-violence helped India regain its strength. Almost after 64 years of freedom there is a heartfelt need to go back to (...) these values for effective management and survival. This article is an endeavour for reviving these time-tested values and to draw insights for management of organization. The values like truth, non-violence, renunciation, humility, equanimity, etc., at the organization’s roots may provide it a firm footing in this turbulent scenario. (shrink)

This study examines the values of American managers over time. Responses from a nationwide sample of managers are compared and contrasted with two previous surveys (1981 and 1991) of similar sample populations. Continuing and new insights are provided into the importance of managerial values on individual and organizational actions and decisions.

A significant voice in encouraging the theoretical development and practical implementation of humanistic management is Pope Benedict XVI. In his Encyclical Letter Caritas in Veritate, published in 2009, he proposed a new humanistic synthesis to realign the economy with its social purpose. The aim of this book is to interpret, comment, and develop aspects of this Encyclical Letter which are significant for economic and business activity and contribute to humanistic management. The authors, specialists in their different fields, provide an interdisciplinary (...) dialogue between their repsective areas and the Encyclical. The first, theoretical, part of the book focuses on the relationship between ethics and economics to advance toward a holistic view of business and managerial activity. The second part is oriented more toward the practical and managerial aspects, and discusses how the Encyclical can contribute to more humanistic ways of management. (shrink)

Continual pressure on managers, their efficiency, and the need to search for novel solutions to problems can lead to psychologically demanding situations. In efforts to understand the main obstacles to work and to effectively manage work-related processes, and in the need to achieve personal development, new approaches that are based on existential philosophies emerge. The aim of this article is to highlight the ways in which existential approaches have been used or discussed in management and to show that existential themes (...) and their applications in management can also be found in the Eastern tradition of thought. The paper presents six case vignettes from management practice that use Western and Eastern existential insights and offer recommendations for self-development of managers. The paper concludes that although it is difficult or impossible to create a unified framework of existential philosophy of management because of the diversity of existential approaches and because of the problematic nature of comparing Eastern and Western philosophies, it is possible to work towards gathering applicable insights and values. (shrink)

A growing trend toward knowledge workers and more highly educated employees has made effective human resource management a key metric separating the corporate wheat from the chaff. Studies confirm that the way people are managed and developed delivers a higher return on investment than new technology, R&D, competitive strategy or quality initiatives. In this book, the authors contend that the broader management models of Management by Instructions and Management by Objectives fail to position organizations for competitive success. What is needed (...) is a strategic leadership tool whose practical application will mine market potential through its relevance to individual organizational members. With a step by step guide to implementation, Managing by Values is just such a tool. (shrink)

The purpose of this paper is to analyze the role of values in strategic management. We discuss recent criticisms of the concept of strategy and argue that the concept of value helps reconcile these criticisms with traditional models of strategy. We show that Andrews' model of corporate strategy rightly takes morally significant values to be essential to effective management. We show how the notion of value can be clarified and used in research into various conceptions of corporate morality.

ABSTRACTThe question of how to engage with stakeholders in situations of value conflict to create value that includes a plurality of conflicting stakeholder value perspectives represents one of the crucial current challenges of stakeholder engagement as well as of value creation stakeholder theory. To address this challenge, we conceptualize a discursive sharing process between affected stakeholders that is oriented toward discursive justification involving multiple procedural steps. This sharing process provides procedural guidance for firms and stakeholders to create pluralistic stakeholder value (...) through the discursive accommodation of diverging stakeholder value perspectives. The outcomes of such a discursive value-sharing process range from stakeholder value dissensus to low and increasing levels of stakeholder value congruence to stakeholder value consensus. Hence, this article contributes to the emerging literature on integrative stakeholder engagement by conceptualizing a procedural framework that is neither overly oriented towards dissensus nor consensus. (shrink)

The trend in environmental management toward more adaptive, community-based, and holistic approaches will require new approaches to environmental valuation. In this paper, we offer a new valuation approach, one that embodies the core principles of adaptive management, which is experimental, multi-scalar, and place-based. In addition, we use hierarchy theory to incorporate spatial and temporal variability of natural systems into a multi-scalar management model. Our approach results in the consideration of multiple values within community-based ecosystem management, rather than an attempt (...) to maximise a single variable such as economic efficiency. We then offer two heuristics – one procedural and one evaluative – to guide a community toward shared goals, and to develop indicators to measure progress toward these goals. We illustrate our approach by application to environmental and developmental decisions in the Southern Appalachians. (shrink)

Since the early 1990's the value sensitive design (VSD) approach has been a continually burgeoning design methodology for technological innovation. VSD is commonly described as a "principled approach" to technology design, given that it is explicitly orientated towards designing technologies for human values, rather than sidelining them to ad hoc and/or ex post facto design. However, in much of its near three-decades-long development, the VSD approach has mostly been adopted as a conceptual framework to assess existing technologies and to (...) explore how the consequences of the technology's development could have been influenced positively if VSD was adopted early on and throughout the design process (Friedman et al. 2002). Similarly, VSD has been adopted as a conceptual framework for analysing how future speculative technologies like molecular manufacturing (Umbrello 2019) and advanced artificial intelligence systems can be directed towards positive futures (Umbrello and van de Poel 2021). Yet, despite the benefits of these endeavours and VSD being an approach that can be adapted to any given design domain, it has yet to be widely appropriated in existing design spaces as a primary design approach. In this short paper, we aim to fill this lacuna by framing VSD as a toolkit that can be adopted by existing design teams rather than a wholesale approach. In particular, we describe how VSD maps seamlessly onto agile workflows, an approach to project management that is widely adopted globally. By doing so, we hope that the VSD approach will likewise be more attractive and thus adopted more broadly. As a consequence, a more explicit orientation towards designing technologies for human values will follow. (shrink)

Non-epistemic values pervade climate modelling, as is now well documented and widely discussed in the philosophy of climate science. Recently, Parker and Winsberg have drawn attention to what can be termed “epistemic inequality”: this is the risk that climate models might more accurately represent the future climates of the geographical regions prioritised by the values of the modellers. In this paper, we promote value management as a way of overcoming epistemic inequality. We argue that value management can be (...) seriously considered as soon as the value-free ideal and inductive risk arguments commonly used to frame the discussions of value influence in climate science are replaced by alternative social accounts of objectivity. We consider objectivity in Longino's sense as well as strong objectivity in Harding's sense to be relevant options here, because they offer concrete proposals that can guide scientific practice in evaluating and designing so-called multi-model ensembles and, in fine, improve their capacity to quantify and express uncertainty in climate projections. (shrink)

Work values and the loyalty (commitment to hard work, profession, and principles) of 762 managers in Kuwait were investigated. The results indicated that managers scored high on work values and loyalty. Furthermore, there was a high positive correlation between the two measures. Demographic and organizational variables had significant influence on managerial orientations. Specifically, expatriates and female managers showed a high commitment to work values and loyalty.

The essay begins by the author's recollections of his younger days when people were seldom worried about moral decline in society. Today, however, it has become a real concern. Literature, philosophy, spiritual works are all essentially a celebration of human values. The paper examines the issue of scale of graded values as against that of absolutist universal values. A scrutiny of English literature reveals that some key literary figures in eighteenth-nineteenth century England drew attention to the decline (...) of human values accompanying increasing industrialization. The author discusses his own views on the management and role of human values in it, as also on human values and man's divine nature. He discusses the leader's role and an action programme for human values. The universality of Vedantic monism, and its triple idealism, is suggested as a basis for the regeneration of human values. (shrink)

This paper examines the work ethic characteristics of particular practising Protestant, Catholic and Muslim managers in Britain, Ireland and Turkey. Max Weber, argued that Protestant societies had a particular work ethic which was quite distinct from non-Protestant societies. The Protestant work ethics (PWE) thesis of Weber was reviewed. Previous empirical and analytical research results showed that the number of research results which support Weberian ideas were more than those which did not support. Methodological issues were also discussed. Results revealed that (...) there was a considerable difference between Muslim and other groups in terms of PWE characteristics. The Muslim group showed the highest PWE level, while the Protestant group was placed second and the Catholic group third. The Protestant group showed a slightly higher of PWE level than the Catholic group. The possible reasons for the higher level of the PWE values of Muslim managers are discussed in the light of historical, political, social and economic developments in Turkey. (shrink)

In today’s multi-cultural world and global economy, attention is often focused on the diversity of cultural values and practices and the need for management approaches to take these differing cultural environments into account. While there is much to be valued in this approach, the focus is often on how to navigate through distinct cultural practices in order to achieve a singular business aim, which falls within the current neoliberal paradigm of global trade. In addition, by focusing on differences in (...) cultural practices, rather than on similarities in underlying values, this approach fails to utilize an important way to achieve a greater degree of global integration in management. Despite striking cultural differences, it is possible to identify some enduring values that underlie what often appear to be quite discrete value paradigms, especially by looking at value paradigms that have endured for centuries, even millennia. This paper proposes to explore the values embedded in two such value paradigms or religious traditions, zen buddhism and Judaism, describing crucial core values in each and comparing and contrasting their ethical frameworks, in order to be able to evaluate their utility in today’s world and especially their significance for creating a more holistic, inclusive, and responsible management framework. The paper will begin by explicating the set of foundational values in each religious tradition. For example, zen buddhism, especially as expressed by Vietnamese monk Thich Nhan Hanh, utilizes the concepts of engaged mindfulness and inter-being to demonstrate the ways in which all global issues are linked together, and the collective responsibility that all humans bear for the state of our planet and the beings who live on it. This approach is inherently holistic and inclusive, and requires a management approach that takes into account the moral responsibility that we all carry. Likewise, the Jewish tradition, while using quite different terminology, also lays out a holistic and inclusive moral vision. Key concepts include the values of Tikkum Olam, to repair the world, and Tsedakah, which literally means justice or righteousness, but is commonly used to indicate charitable giving. The first value, to repair the world, emphasizes the collective moral responsibility to heal whatever damage has been done to the world in order to make the it a better place for all. It does not matter who has done the damage; what matters is each person’s obligation to improve the status quo, under the assumption that all our fates are linked together. The second value, justice and charity, is also considered to be a moral obligation, not simply a voluntary act of charity. The emphasis here is on anonymous giving, done in order to help others and without any expectation of receiving some benefit, such as positive publicity. As a moral obligation, it is not something that one should benefit from. Thus, the concept of tsekakah also emphasizes the inter-connectedness of all humanity. In addition, in the Torah, there are a series of rules about how to deal with others in business as well as the obligation, during harvest-time, to leave some grain in the fields for the less fortunate. In all, we see a focus on being mindful of others, on seeing our fates as interconnected, as in zen buddhism. The last section of the paper will explore some of the ways in which these moral imperatives can be utilized to undergird and buttress a more holistic, inclusive and responsible management approach. Some management models already include moral imperatives, such as corporal social responsibility, and this section will explore in greater detail how the above concepts have been more fully integrated into current management models. (shrink)

Various measures related to individual values, ethical attitudes and moral reasoning exist and are being increasingly applied for research in business and professional ethics. The England Personal Values Questionnaire, the Rokeach Value Survey, and Rest's Defining Issues Test have received stronger support and application for management and organizational behavior research than other instruments, such as Gordon's Survey of Personal Values and Hogan's Survey of Ethical Attitudes. Beyond research usage, many of these measures offer potential for instructional purposes. (...) Knowledge of the characteristics and limitations of values and ethics-related measures allows business educators to make better selections of possible supplements to traditional instructional methods. (shrink)

Starting from the observation that in morally questionable situations managers tend to act in accordance with a so-called political utilitarianism, this paper seeks to answer the question: why is it important for managers to behave morally? It argues that managers should adopt the deontological notion of self-respect and respect for others as a basic presumption, bearing in mind management’s central role of dealing with people. It is suggested that this is especially so in transition economies. By adopting a deontological perspective, (...) organisations could benefit significantly, although this should not be the primary motivation for acting on this basis. (shrink)

This study attempts to compare ‘the ethical value positioning’ of students of Business and Management studies from India and Germany. A complete enumerative survey was conducted for management students using the Ethical Positioning Questionnaire of Forsyth. There were 134 respondents from India and 57 from Germany. The objective was to confer the differences in ethical positioning of students of two economically and culturally diverse nations. By the end of the research, it was constituted that both German and Indian students demonstrate (...) a high degree of Idealism and Relativism and can be qualified as situationists. Exploratory analysis of the responses resulted in extraction of four factors : Non-Violence, Individualism, Non-Consequential, and Situational value. Within the analysis, Indian students displayed a higher preference for Individualism compared to their German counterparts. This study contributes to the literature in cross-cultural ethical value positioning of young managers. This study also opens a window for future research in the factors such as educational qualification, closed social groupings, and background of the students. (shrink)

The paper highlights the importance of cultivating several trans-cultural human values, and controlling many such dis-values in order to stem the qualitative rot in corporate management. Rights-without-duties refers to an untenable state of affairs. If this is not recognized the free market model may itself be aban doned. According to the author, hierarchical need models of motivation, or contingency theories of leader ship have only temporary superficial effect. Instead, the fundamental psychological principles of the Gita and the Isha (...) Upanishad are deeper and foolproof. The author strongly argues for management with ethics, science with human values, and technology with a conscience. Enlightened managers must acquire wisdom, he concludes. (shrink)

AbstractIn many cultures, interactions between humans and plants are rooted in what is called “relational values”—values that derive from relationships and entail reciprocity. In Mexico, biocultural diversity is mirrored in the knowledge and use of some 6500 plant species and the domestication of over 250 Mesoamerican native crop species. This research explores how different sets of values are attributed to plants and how these influence management strategies to maintain plant resources in wild and anthropogenic environments. We ran (...) workshops in two communities in a highly biodiverse region in western Mexico, to ascertain the values and management activities related to important plant resources. The relationship between values attributed to plants and management activities was examined through redundancy analysis. A total of 180 plant resources were mentioned during the workshops, with a broad spectrum of values attributed to them, including material, non-material, and regulatory dimensions. We divided plant management strategies into three general categories of increasing intensity and complexity. We found that participants in the Indigenous community value and manage more wild plant resources than people in the non-Indigenous community. We also identified relationships between plant resource values and the type of management performed; for example, more intensive forms of management, such as sowing seeds, were used for seasonal plants that had a food value. By valuing and managing different sets of plant resources from forest, agricultural plots, and home gardens, people enabled multi-functional landscapes to form, illustrating a key feature of relational values in agroecosystems, which promotes both conservation and domestication of plants. (shrink)

This article argues that the introduction of value based management in a decentralized, hierarchical, and rule-based organization will add to existing informal and formal systems instead of replacing them. Consequently, employees' perception of and willingness to embrace and operationalize centrally imposed values were assumed to be dependent upon existing emotional, social, and formal processes and structures. Hierarchical regression analysis on data from a maritime company (N = 408) gathered in Norway in 2004 – which claims to be a learning (...) and value based company – showed that affective commitment and group coherence correlated positively with perception of values among employees. Formalization was positively but insignificantly correlated, whereas loyalty toward immediate superiors was significantly negatively correlated with perception of values. (shrink)

SCOTT A and WILSON L. Nursing Inquiry 2011; 18: 40–49 Valued identities and deficit identities: Wellness Recovery Action Planning and self-management in mental healthWellness Recovery Action Planning (WRAP) is a self-management programme for people with mental illnesses developed by a mental health consumer, and rooted in the values of the ‘recovery’ movement. The WRAP is noteworthy for its construction of a health identity which is individualised, responsibilised, and grounded in an ‘at risk’ subjectivity; success with this programme requires development (...) of an intensely focused health lifestyle. We draw on Bourdieu and Giddens to argue that what is being developed is a ‘reflexive health habitus’, which is not equally accessible to all social groups, and is in tension with WRAP’s recovery-orientated aims. However, it is understandable that such a programme developed in mental health, because people with mental illness are highly stigmatised as ‘a risk’ and viewed as in need of risk management. By developing their own form of self-monitoring ‘at risk’ identity, mental health consumers are, paradoxically, able to construct themselves as ideal health citizens and no longer a risk, thus re-entering the moral community. We conclude by suggesting some changes to WRAP practice. (shrink)

Abstract:Total Quality Management (TQM) has been the object of extensive discussion within the popular literature and is increasingly of interest among management scholars. Recent scholarship has focused on the theoretical foundations of TQM, particularly what makes it work, why so many firms have had problems implementing it, and under what circumstances it may create a sustainable advantage for individual firms. This paper extends the work in theory development regarding TQM and offers an empirically testable theoretical model of its function. The (...) central claim of the paper is that embedded within TQM there are a set of moral values (“value dynamics”) that must be developed and maintained if it is to work, and that seeing them as moral values has significant theoretical and practical implications. That is, how TQM is understood and “enacted” (Weick 1979) by managers plays a significant role in determining its success. The discussion is linked to the ethics literature, normative implications of the model are explored, and directions for future research are outlined. (shrink)

Little attention has been given by researchers in organizational behavior to the study of public managers' values and how these values affect their managerial behavior. Therefore, the major objective of this study was to identify the personal value systems and value profiles of public managers, and to systematically examine and discuss the relationship between personal values and related organizational behavior including decision making. The significance of the findings for public policy is briefly discussed, and the need for (...) future research is indicated. (shrink)

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 (...) are to provide for ethical values. Our paper in a first step endeavours to clear those misconceptions up drawing on some historical aspects of their development. It then proceeds to introducing the concept of Literacy and, based on it, the teaching framework of Critical Management Literacy we designed to operationalize the concept towards management students` needs. Our leading hypothesis is that the contribution of the humanities should focus on the cultivation of the capacity for epistemological doubt in order to prepare students for the complexity and indeterminacy of reality, thus at the same time laying the groundwork for ethical reflectivity. (shrink)

The role of Indian ethos in management practices is explored by several management scholars and practitioners. Professor Sitangshu Kumar Chakraborty (popularly known as Professor S. K. Chakraborty, hereinafter referred to as SKC in this article) is one of the pioneering scholars of human value-oriented management practices and has made significant contributions in linking the management knowledge and practices to classical Indian ethos and Vedantic wisdom. In today’s technologically advanced and economically fast-paced world, there is a rising concern about falling human (...) values in work and in personal life, which must be addressed to understand the deeper meaning of work and a higher purpose in life. SKC’s innovative approaches to human values in management education for practising managers are quite significant in this regard. This article is a sincere attempt to explore and synthesize the contributions of SKC to the human value-oriented management that evolved around the fundamental pillars of classical Indian ethos and Vedantic wisdom and the implication of those values for today’s managers to realign their managerial practices. This article is based on a bibliometric analysis of published articles drawn from secondary sources and is a tribute to the life and legacy of SKC on human value-based management. (shrink)

This study tests whether participation and values favouring forest protection vary in different forms of community forestry, and whether members' identification with institutional values and forest central ity determines people's participation. Three hundred ninety seven members from 17 forest institutions and their leaders were interviewed. Participation was significantly higher in indigenous community forest management than in crafted community forest management and joint forest management. Values of 'livelihood security from forest', 'sacrificing the present benefit', and 'avoidance of free (...) riding' emerged as important for indigenous and crafted community forest management compared to joint forest management. Members' identification with institutional values and centrality of the forest to the lives of members in forest institutions were higher in indigenous and crafted community forest manage ment than in joint forest management. Irrespective of forest institutions, the higher the value congru ence and centrality of the forest, the higher was people's participation. (shrink)

Culture is the most difficult thing about an organization to change in a lasting way. Our paper is predicated upon the idea that better ethics leadership through change is the foundation to more successful implementation of change. Ethical culture will enable the firm to initiate the change process from a stronger position: the obstacles to change such as mistrust, fear of uncertainty, failure of communication and empowerment will be easier to overcome in an atmosphere pursuing the ethically correct approach, combining (...) ethical leadership with an ethical corporate culture. Our idea goes one step beyond the virtuous change circle by incorporating a series of check points a leader can reference to stay on a course of change management based in good ethical principle that will lead to effective change. Our model incorporates the concept of values into the management of change; this allows for a more comprehensive approach to change management by the utilization of well-known change management principles used in conjunction with basic principles of ethics. We argue that the change leader can depend on this more comprehensive approach for a better assurance of ethical and therefore more effective change. Our idea also would be effective regardless of the type of change confronting the organization and/or the leaders of the firm. Our point is that, while change is by its nature hard and there is an inclination to resist change, with ethical change management, the firm has a better chance of success. (shrink)

This chapter explores the key values at stake in feral cat management, focusing on the debate over whether to use trap-neuter-return or trap-euthanize as management tools for cat populations. The chapter provides empirical background on unowned cats, sketches widely used arguments in favour of reducing cat populations and considers how these arguments relate to important and widely held values including the value of lives, subjective experiences and species. The chapter promotes critical understanding of the diverse value positions that (...) may be at play in debates about the treatment of ownerless cats. (shrink)

This article develops an "ordonomic" approach to business ethics in the age of globalization. Through the use of a three-tiered conceptual framework that distinguishes between the basic game of antagonistic social cooperation, the meta game of rule-setting, and the meta-meta game of rule-finding discourse, we address three questions, the answers to which we believe are crucial to fostering effective business leadership and corporate social responsibility. First, the purpose of business in society is value creation. Companies have a social mandate to (...) organize mutually advantageous cooperation. Second, business ethics should teach the management competencies necessary to fulfill business's societal mandate. These competencies are optimization competence in the basic game of value creation, governance competence in the meta game of (political) rule setting, and the three discourse-related skills of orientation competence, reception competence, and communication competence necessary for engaging in the meta-meta game. Third, companies can help solve global problems through global corporate citizenship if they participate as political and moral actors in rule-setting processes and rule-finding discourse aimed at laying the foundation for value creation on a global scale. (shrink)

In recent years a series of developments in apparently loosely coupled domains have contributed to the development of new and vital perspectives on how to manage complex social systems such as corporations. These developments include improved communications technologies, increased awareness by constituencies of their potentials for influencing corporate behaviour, increased complexity and reduced transparency in large, heterogeneous organisations, a corresponding reduction in the capacity of traditional accounting and reporting systems to reflect organisational performance, new demands from employees as to their (...) work environments, from customers as to ecological and ethical sensitivity, from civil society and governments as to social and environmental accountability etc.A result is a major shift in the way organisations are choosing to observe themselves and to describe, measure, evaluate and report on their performance. From a focus on efficiency and control to a values-based perspective on management, corporate identity and success. And from a focus on legal compliance and financial performance to a focus on corporate social and ethical responsibility and accountability. (shrink)