Bounded rationality presents a challenge to the notion that virtue is a capacity for knowledge, suggesting that judgments concerning the salience of specific facts are, in some cases, an indication of one’s incapacity to appreciate the full range of normatively salient facts. This problem can be mitigated by linking an account of the virtues with a theory of organizations. From this perspective, virtue is inherently shaped by the norms structuring one’s role(s) and is linked to the complementary set of roles, (...) that is, the organization, in which one is participating through the virtues of loyalty and obedience. Within this perspective, human cognitive limitations are made to be strengths, allowing one to focus on a narrow set of reasons for action linked with one’s role to better achieve salient aims as a member of the organization than one could as an isolated individual. (shrink)

This paper employs Axel Honneth’s recognition theory to interpret ‘quiet quitting’ – the practice of limiting work efforts to contracted requirements – as a strategic response by workers facing misrecognition in their work environment. Honneth argues that misrecognition in any one of three social spheres (the family, political society, and the workplace) constitutes disrespect and causes psychological harm. While Honneth contends that experiences of disrespect tend to motivate collective “struggles for recognition,” we suggest that quiet quitters present an alternative response (...) to disrespect, individually seeking recognition in other social spheres rather than engaging in collective action. Further, we draw on Honneth to suggest that the contemporary “entrepreneurial” work ethic – the widespread expectation that workers invest emotionally in their work role – can in practice undermine workplace recognition, contributing to quiet quitters’ compensatory emphasis on recognitive relations outside of work. This recognition-theoretical approach extends current discussions around quiet quitting and yields valuable insights for management theory and practice regarding the critical role of genuine employee recognition in promoting individual well-being and meaningful work experiences. (shrink)

Evidence-based Management (EBMgt) and Evidence-Based Management + (EBMgt +) are two approaches to management according to which managerial decisions should be based on the best available evidence, as this increases the likelihood of their effectiveness. In these approaches, four types of evidence are considered: evidence from the scientific literature, from practitioners, from the organisation and from stakeholders. In EBMgt +, evidence is characterised as a three-place relation between information, a claim and a method. In many circumstances, probability sampling methods (PSMs) (...) are the best methods to gather the abovementioned types of evidence. We present a case study concerning harassment in the workplace to illustrate a circumstance in which fact-finding methods, rather than PSMs, are the best methods to gather evidence. We argue that information thus gathered should count as evidence in the spirit of EBMgt +. However, while part of the evidence needed in the case study comes from the stakeholders, it does not fit the characterisations of ‘evidence from stakeholders’ considered in EBMgt and EBMgt +. Therefore, we disentangle sources and types of evidence which, in turn, enables us to characterise a new type of evidence – testimonial evidence – that should be included in the theory of evidence-based management. Differentiating between sources and types has the potential to bring theory and practice closer together, whereas including testimonial evidence has the potential to make the theory of evidence-based management applicable in a wider range of circumstances, such as trade secret theft and conflicts of interest. (shrink)

This is a conversation with Ghislain Deslandes, author of a dozen books addressing various issues in the field of the philosophy of management. Our dialogue traces his intellectual journey, starting with the interpretation of antiphilosophy and further exploring how it is applied in organizations and management practice. The conversation concludes with a discussion of his latest book about postcritical management studies.

This paper critiques the concept of resonant leadership which focuses on utilising emotional intelligence in managing an organisation. It is argued that the prevailing understandings of resonant leadership over-emphasise individual attributes and neglect the social processes of communication. This article proposes a re-conceptualisation of resonant leadership by drawing on pertinent principles from the Chinese classic Huainanzi (The Master of Huainan). Instead of linking resonance to emotional intelligence, ancient Chinese thinkers interpret the former as pre-existing mutual responsiveness (xiangying) that contributes to (...) synchrony, cooperation and harmony. A resonant leader promotes mutual responsiveness by modelling it and sustaining the conditions for people to (re)act and flourish according to the Way (dao). This study provides an original formulation of resonant leadership that shifts the attention from the creation and development of resonance by an emotionally attuned leader or manager, to the recognition and preservation of resonance by leaders, managers and other employees through interactive processes in an organisation. The proposed conception also illustrates a hybrid orientation of relationship-focused leadership styles that integrate key elements from the entity and relational perspectives at the workplace. (shrink)

This is a book review of Postcritical Management Studies, by Ghislain Deslandes, published in 2023 by Springer.

This article is an edited transcript of the keynote session at the 16th annual Philosophy of Management conference in Oxford on 23 June 2024. The keynote took the form of a dialogue between Roger Crisp (Director of the Oxford Uehiro Centre for Practical Ethics and Professor of Moral Philosophy at the University of Oxford) and Chris Cowton (Emeritus Professor and former Dean of the Business School at the University of Huddersfield and formerly Associate Director of the Institute of Business Ethics). (...) The dialogue was facilitated by Nigel Laurie, formerly managing partner at London Facilitators and founder of the Philosophy of Management journal and the annual conference (Laurie and Cherry 2001). This dialogue joins a long-lasting conversation in the journal of Philosophy of Management on philosophy and its applications to management practice and theory (Eabrasu, 2023; Tsahuridu, 2023) by offering insightful personal perspectives especially as seen through institutional lenses. (shrink)

This review of Elizabeth Anderson’s Hijacked: How Neoliberalism Turned the Work Ethic against Workers and How Workers Can Take It Back (Cambridge University Press, 2023), sets out Anderson’s main claim, that the original Protestant work ethic split into two different work ethics, the conservative (anti-worker) and the progressive (pro-worker) work ethics, and that the conservative work ethic “hijacked” the work ethic, turning it into a tool for the rich to dominate and harm workers and the poor. Conservative thinkers have, Anderson (...) argues, managed to discredit, erase, or deceptively coöpt proponents of the progressive work ethic; her book accordingly aims to re-introduce readers to the suppressed, centuries-long progressive work ethic tradition, and to offer it as a tool for critiquing and counteracting the most recent incarnation of the conservative work ethic, neoliberalism. In the course of doing so, Anderson also re-categorizes a number of supposed heroes of the conservative work ethic, such as John Locke and Adam Smith, as in fact proponents of the progressive work ethic. The review gives attention to each chapter of Anderson’s book. (shrink)

This inquiry aims to highlight the philosophical perspective of Aristotle’s “business” priority of the organization over the individual in combination with Heraclitus’ flux theory and the unity of opposites to alternatively approach organizational resilience. While current literature on organizational resilience argues that disorganization and gradual decaying are probable but not certain, they can be predicted and managed. In contrast, the combined analysis of Aristotelian and Heraclitean philosophical theories points out that organizational disorganization and the fluctuation of resilience are a certainty (...) and not a probability, constituting an automation embedded in a circular, repeatable pattern for organizations and businesses. In this project, organizational and entrepreneurial scientific realism meets with the philosophical synthesis of Heraclitus’ and Aristotle’s thought on organizational resilience. The intended outcome of this “encounter” is to contribute an applicable perceptual “intellectual tool” that will foster a deeper understanding of resilience, organizationally and individually. (shrink)

This paper explores the evolution of cooperative societies through the lens of Gilbert Simondon's cybernetic process philosophy, emphasizing the preservation of cooperative identity. Cooperative societies, which promote values such as equality and solidarity, face challenges in maintaining their identity amidst technological advancements and changing socio-economic conditions. Traditional theories of organisational identity, which focus on centrality, distinctness, and continuity, fall short in addressing the dynamic nature of cooperative evolution. Simondon's philosophy offers a robust framework for understanding these transformations. Key concepts like (...) the associated milieu, metastability, and transduction are applied to analyse the genealogical development of cooperative societies. Findings suggest that cooperative identity is not static but evolves with technological integration, co-evolving with their environment and governance models. This interdependence highlights the crucial role of technology in shaping cooperative structures and behaviours. The study contributes to management theory by providing a nuanced perspective on organisational identity and its evolution. It underscores the importance of understanding the dynamic interplay between technology and cooperative values. By integrating Simondon's philosophical insights with cybernetic principles, this research offers a comprehensive view of how cooperative societies adapt and thrive in a technologically driven world. (shrink)

Those who find their work meaningful often need to be more committed. Over-commitment, in turn, frequently results in stress, personal conflicts, and burnout. Such over-commitment, in other words, leads to employees needing to take more care of themselves. This paper considers the prospects for meaningful self-care in the context of working time reduction. For this, we consider the case of the four-day workweek, asking employees of such organizations to explain how they make meaning out of their newly found time off. (...) Conceptually, we rely upon the work of Michel Foucault, particularly his analysis of the care of the self. On its basis, we coded five self-care practices: (1) rest and recuperation, (2) professional and personal development, (3) domestic work, (4) balancing work, and (5) additional work. We conclude by highlighting the theoretical and practical implications of work reduction for the analytical, ethical, and practical pursuit of meaningful work. (shrink)

This editorial is a report on the ‘philosophical methods’ workshop we ran at the 2024 Academy of Management conference in Chicago.

The article introduces a new perspective on the impact of globalization on identity formation, which marks a shift from traditional understandings of fixed territorial (cultural) identities. It uses Deleuze and Guattari’s theoretical terms of Deterritorialization and Reterritorialization and establishes these as the essence of Globalization Scholte (Globalization: A Critical Introduction, Palgrave Macmillan, New York, 2005), rejecting the pessimism and fear of cultural imperialism as a by-product of globalization or a fear of standardization in multicultural work environments. It presents globalization as (...) a positive force creating new assemblages and a renewed understanding of ourselves in the contemporary society. The approach contributes to leadership and management literature, specifically in International Business and cross-cultural communication contexts, by presenting a new lens through which leaders and decision makers can view the subtle shifts brought about by the dissemination of global modernity and its impact on identity formation, allowing them to better lead a culturally diverse work force. (shrink)

The current economic and societal production system gives money a magnified importance, overlooking other essential flows necessary for human survival and existence. It focuses on monetary indicators like profits, dividends, and GDPs to evaluate organizational production, while often disregarding outputs that harm the biosphere. Money is treated as the constitutive being (ousia) and attributed undemonstrated explanatory properties. Intangible flow theory helps eliminate this metaphysical status of money by recognizing that monetary flows are just one of many necessary flows for human (...) survival and existence. Organizations deliver product-flows that require input-flows from and send output-flows back to the encompassing biosphere, whether they explicitly engage in environmentally friendly activities or not. Therefore, every organization is an ecological entity because it has a relationship with the biosphere, which participates in the manner through which humans integrate into their surrounding environment and relate to other living beings. Eliminating the metaphysical status of money integrates every organization in the biosphere, making organizations accountable for environmental harm caused by their activities. This can be achieved by deconstructing the metaphysical status of money in business models. (shrink)

The Resource-Based View (RBV) has been instrumental in shaping strategic management theory by underscoring the significance of a firm's unique, valuable, and hard-to-copy internal resources in securing competitive advantage. However, the conventional RBV framework, with its emphasis on static, possession-oriented resource conceptualization, falls short in addressing the dynamic and relational nature of resources in contemporary business environments. This paper aims to bridge this gap by introducing a processual perspective to the RBV, grounded in process philosophy. In this study, we delve (...) into the philosophical underpinnings of RBV, critiquing its static ontological assumptions and proposing a shift towards a more dynamic and relational ontology. Drawing from the insights of process philosophers such as Whitehead and Bergson, and differentiating between 'strong' and 'weak' process views, we reconceptualize resources not as static entities, but as dynamic elements continually constituted and reconstituted within networks of relationships and ongoing organizational processes. This approach allows for a more nuanced understanding of resources, recognizing their evolutionary and interconnected nature. Our methodology involves a rigorous theoretical analysis and synthesis of existing RBV literature, coupled with philosophical inquiry to construct a novel framework for resource conceptualization. We demonstrate how this reconceptualization offers fresh insights into strategic management, particularly in formulating strategies that leverage the dynamic interplay of resources and in understanding the boundary between internal and external resources. This paper contributes to the RBV literature by offering a process-oriented perspective that aligns more closely with the complexities of modern strategic landscapes. By challenging and extending traditional RBV assumptions, we pave the way for future empirical research and theoretical development in strategic management, highlighting the significance of process philosophy in enriching management theories. (shrink)

This article is a transcript of an interview with Onno Bouwmeester, Professor in the Department of Management and Marketing, Durham University Business School, UK, and the Department of Management and Organization, Vrije Universiteit Amsterdam. The interview focused on his new book Business Ethics and Critical Consultant Jokes. New Research Methods to Study Ethical Transgressions, Springer, 2023.

In the literature on the Moral Limits of the Markets, Kant’s moral philosophy is often employed to assess the amoral or immoral nature of the commercial sphere. Markets and morality are antipodes since the instrumentality of market transactions excludes or undermines moral values. The kingdom of ends, where everything has either a price or a dignity, closes the door to market logic. The present paper challenges this view, which is also endorsed by business ethics authors advocating for Moral Purism. I (...) will show that Kant imagined a market within the Kingdom of Ends where everyone pursues their own aims while assisting others in pursuing theirs. This model, built on the universalization of the maxim of mutual assistance and the duty of honoring the spirit of mutually beneficial contracts, can be employed to judge the morality of real (empirical) market transactions. (shrink)

This article features a comprehensive interview with Vincent Blok, renowned author of “The Critique of Management: Towards a Philosophy and Ethics of Business Management”, published in 2022. The interview is structured around four core themes: (1) Philosophical Context, (2) Methodology, (3) Theory and Application, and (4) Future of Management. Firstly, we explore the contextual significance and urgency for a philosophical investigation on the essence of management. Secondly, we delve into Blok’s distinctive philosophical method. Thirdly, we examine the theoretical foundations and (...) practical applications of his work. Finally, we engage in a broader discussion on how Blok’s insights resonate with the future landscape of management, addressing topics ranging from business education to the rise of artificial intelligence. (shrink)

In the past decade, the concept of recognition appears to have acquired an important theoretical position in the work and organization literature. While in principle recognition denotes a positive and social form of freedom, in current-day organizations recognition may be often negative or instrumental. In order to capture this ambivalence in organizational recognitive conditions, the recent work of the American philosopher Judith Butler appears particularly applicable. The purpose of this paper is to explore theoretically to what extent her views on (...) recognition shed new light on the variety of recognition patterns in current-day organizations. Towards that purpose, this paper first turns to the ‘master-slave’ episode in the work of Hegel and its influential interpretation by Kojève, which are at the heart of Butler’s reading and conception of recognition. As a second step, the ambivalent conception of recognition in the work of Butler is discussed and critically assessed, while in the final section this conception is extended to work and organizations. (shrink)

The central focus of this essay is Isaiah Berlin’s arguments about the concepts of negative freedom and positive freedom, developed in his philosophical work Two Concepts of Liberty. By adopting a philosophical standpoint, this essay explores the application of Berlin’s notions of freedom at the organizational level, within the workplace, and in the management field. This essay presents three philosophical arguments that provide some clarifications about the potential challenges associated with autonomy in organizations. These arguments incorporate Berlin’s ideas of freedom (...) with philosophical insights from Heidegger, Sartre, Frankfurt, and Confucius to highlight the missing elements of autonomy in management literature and its implementation in organizations, explaining the challenges of autonomy and the reasons for some unexpected results. Recommendations for future studies and managerial implications are discussed. (shrink)

This paper argues that a proper evaluation of the notion of efficiency in business ethics requires that we separate efficiency qua human good from the originally value-neutral sense of the term. The adverse consequences of hyper-efficiency consist in paradoxically causing greater inefficiencies (‘perversity’) as well as a negative impact on the human capacities to pursue various forms of excellence (‘jeopardy’). In contrast to its negative consequences, the precious good of efficiency can be formulated in terms of Alasdair MacIntyre’s influential practice-institution (...) framework. The paper proposes that efficiency be defined in terms of the kind of success towards which it aims; while it never quite reaches the status of an internal good, efficiency fluctuates between being an external good proper and what we call a paradoxical good, with attributes of both internal and external goods. The archetype of a paradoxical good is the good of success qua victory in the domain of sports, which shares attributes of internal goods (since it is defined as a necessary and desirable goal by the practice itself) and external goods (since victory for one implies the defeat of another, a zero-sum logic). The paper fleshes out the consequences of this paradox in MacIntyre’s framework by proposing a three-stage model of success and efficiency for various practices. (shrink)

This paper presents an ontological perspective that enables evaluating the effectiveness of business models from an integrative worldview. Different groups’ fragmented and reductionist views on this topic create a dichotomy that makes it difficult to compare and analyze them in practice. Such groups use different values for some components, which may result in neglecting others and their interrelationship. This study discusses a functional characteristic of business models that academia still needs to address. It explores new frontiers in the field, such (...) as business models for networks, sustainability, and their practical evaluation. To achieve an integrative ontology and avoid focusing on specific constructs or systems at the expense of others, we draw upon the theory of worldviews from Wilhelm Dilthey, reformational philosophy, and Herman Dooyeweerd’s theory of modal aspects. Society should move beyond dualistic thinking and embrace practical and applicable solutions. To help companies develop effective models, we introduce a new business model framework based on an integrative worldview that enables comparisons and evaluations of companies in practice. Creating competitive advantages and value appropriations synergizes with essential aspects of reformational philosophy. Analyzing and interrelating such elements are fundamental to understanding the real applied value of business models. (shrink)

This paper examines the idea of the integrity of academic practice. We offer an account of the integrity of professional practice in general before applying it to academic professional practice within the contemporary, western university. We then introduce the concept of integrity traps and explain how they can make it difficult for academics working within a contemporary university environment to maintain their integrity.

Inspired by Koselleck’s approach to conceptual history, this essay presents a semantic analysis of management. Our inquiry into what management is, focuses on lingual and cognitive wholes of meaning and signification. The essay undertakes a periodization of management history, in an attempt to formulate expectations for a dystopian future management by artificial intelligence. Five periods are distinguished. Each period entails a specific characterisation for three questions: what is the activity of managing, what or who is managed, and who manages? Starting (...) from managing-by-hand, successive differentiation of meaning occurs with regard to different elements of the management relationship (object, activity, agent), followed by a rescaling of the whole relationship into an attitude that can be applied anywhere by anyone. The implication is a dissociation between manager and decision-maker. The essay also speculates how plausible this evolution makes non-human managers (i.e. artificial intelligence). Throughout these five periods, hierarchy is an immanent feature of management. For each period, the essay discusses differentiated meaning, corresponding social reality and characterizes its hierarchy and justification. (shrink)

In their pursuit of addressing social and environmental challenges, social entrepreneurs should be social transformers emancipating stakeholders. Rosa’s critical theorizing in philosophy and sociology points the ways to expanding the conventional conception of social entrepreneurship to include long-term social transformation. Modifying Rosa, social entrepreneurship is not anti-capitalist but reforms capitalism. The key relevant concepts in Rosa are resonance, alienation, ambivalence, vulnerability, dynamic stabilization through the triple A of appropriation, acceleration, and activation, and emancipatory interest. We consider social entrepreneurs as resonant (...) actors, they satisfy threefold resonance preconditions: cognitive, material, and social. As a matter of fact, they are rejecting alienation through their effort to provide others with a high(er) social value. Rosa’s theoretical framework is a new and inspiring phenomenological and critical lens that is worth studying in relationship to a social entrepreneurship point of view because social entrepreneurs are facing huge challenges and multiple paradoxes that Rosa’s thinking enables their better understanding. An essential precondition of the resonance of social entrepreneurs is their vulnerability, which is strengthened by the escalatory logic of acceleration of the world fostering ambivalence. Entering in resonance with the world is a cause and a consequence of vulnerability. Only a vulnerable social entrepreneur can experience resonant actions as a prerequisite to reach the “good life”. Our findings underline the necessity to reconcile Rosa’s theoretical analysis with the effectual logic of social entrepreneurship in which it is necessary for social entrepreneurs to resonate with all stakeholders to gain legitimacy and be able to identify the sources of their true “emancipatory interest” in long-term social transformation. (shrink)

Despite decades of theorising and empirical research, the problems of corporate governance seem intractable, particularly the relationships between investors and companies. The thought experiment in this paper asks us to look at the problem through a fresh lens. It draws on the quaint British legal custom of calling shareholders “members”, and then uses the political philosopher Michael Walzer’s idea of membership in states, clubs, neighbourhoods, and families to draw lessons for the corporate world. This paper suggests that seeing how Walzer (...) conceives “strangers” in a polity, with fewer rights but a path to membership, lets us rethink shareholder rights as something to be earned, through engagement and commitment, that is, through stewardship. Rethinking what membership of a company might mean points to a pragmatic escape from short-termism without institutional reform. (shrink)

Policymaking carries an intrinsic problem in the measurement of the effectiveness of policy. Stafford Beer proposed in 1975, to measure the eudaemonia generated by the implementation of a policy in a society to determine its effectiveness. To achieve this end, he devised a system that compares differential rates of change in eudaemonia. Despite the effectiveness of Beer’s idea, policies regarding highly subjective issues, such as the complex case of symbolic inequalities pose a new challenge. In this article, the author sets (...) to update Beer’s model, using A.N.Whitehead’s concept of experience, to improve the possibility of measuring the eudaemonia resulted from implementing a policy. The article uses management cybernetics and process philosophy to propose a model that absorbs the complexity of the case of symbolic inequalities. The model shows increased society’s involvement on the evaluation of policies; It offers the possibility for a more technical management concerned with optimization of policy and resources, and a more autonomous organization in general. The involvement of A.N.Whitehead’s experience as a measure of eudaemonia allows a system to handle higher levels of subjectivity in policy design, and implementation. Beer’s idea found many problems to set in practice, but the advent of modern technologies facilitates the implementation of new forms of measuring satisfaction and wellbeing in cooperatives societies. The ideas in this paper could serve as a base to create a more democratic, participative, and satisfactory administration of a cooperative society, and a more technical management. (shrink)

Evidence-based management (EBMgt) is a relatively recent approach to management, developed by Denise Rousseau in a series of articles and in a book that she co-authored with Eric Barends (Barends & Rousseau 2018). It is based on the idea that good-quality management decisions require both critical thinking and use of the best available evidence. In this paper we want to contribute to the scholarship on evidence-based management by showing how its central concept – evidence – can and should be defined (...) more strictly. Barends and Rousseau define evidence as a two-place relation between information and a claim that is at stake. Starting from insights from the methodology of the social sciences we argue that evidence is a three-place relation between a method, information and a claim. We offer a guiding principle for adequately characterising what counts as evidence (the inclusion of a procedural component which describes how the information should be collected and reported) and apply it to Barends and Rousseau’s concepts of (i) evidence from practitioners, (ii) evidence from the organization and (iii) evidence from stakeholders. We think that by treating evidence as a three-place relation we can develop an improved account (which we call EBMgt+) of what evidence-based management can and should be. (shrink)