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  1. The Management Practice of Servant Leadership: A Levinasian Enrichment.Peter McGhee - 2023 - Philosophy of Management 22 (3):321-346.
    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 (...)
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  • Halloween, Organization, and the Ethics of Uncanny Celebration.Simon Kelly & Kathleen Riach - 2020 - Journal of Business Ethics 161 (1):103-114.
    This article examines the relationship between organizational ethics, the uncanny, and the annual celebration of Halloween. We begin by exploring the traditional and contemporary organizational function of Halloween as ‘tension-management ritual’ :44–59, 2000) through which collective fears, anxieties, and fantasies are played out and given material expression. Combining the uncanny with the folkloric concept of ostension, we then examine an incident in which UK supermarket retailers made national news headlines for selling offensive Halloween costumes depicting ‘escaped mental patients’. Rather than (...)
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  • Halloween, Organization, and the Ethics of Uncanny Celebration.Simon Kelly & Kathleen Riach - 2020 - Journal of Business Ethics 161 (1):103-114.
    This article examines the relationship between organizational ethics, the uncanny, and the annual celebration of Halloween. We begin by exploring the traditional and contemporary organizational function of Halloween as ‘tension-management ritual’ :44–59, 2000) through which collective fears, anxieties, and fantasies are played out and given material expression. Combining the uncanny with the folkloric concept of ostension, we then examine an incident in which UK supermarket retailers made national news headlines for selling offensive Halloween costumes depicting ‘escaped mental patients’. Rather than (...)
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  • A dynamic stakeholder model: An Other‐oriented ethical approach.Akram Hatami & Naser Firoozi - 2019 - Business Ethics: A European Review 28 (3):349-360.
    Business Ethics: A European Review, EarlyView.
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  • Contemplative Leadership: The Possibilities for the Ethics of Leadership Theory and Practice.Gina Grandy & Martyna Sliwa - 2017 - Journal of Business Ethics 143 (3):423-440.
    In this paper, we offer a conceptualization of leadership as contemplative. Drawing on MacIntyre’s perspective on virtue ethics and Levinas’ and Gilligan’s work on the ethics of responsibility and care, we propose contemplative leadership as virtuous activity; reflexive, engaged, relational, and embodied practice that requires knowledge from within context and practical wisdom. More than simply offering another way to conceptualize the ethics of leadership, this research contributes to understanding the ethics of leadership in practice. Empirically, we analyze the narratives of (...)
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  • Ethics, alterity, and organizational justice.Damian Byers & Carl Rhodes - 2007 - Business Ethics, the Environment and Responsibility 16 (3):239–250.
    This paper articulates a conception of organizational justice based on the promise of a mode of organizing that does not violate the particularity of each and every other person. It argues that the decisive condition for such a form of justice resides in the realities of the cultural practices of an organization as they are apparent in the conduct of people in relation to multiple others. These are practices that can only seek justification in the primary right of each person (...)
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  • Ethics, alterity, and organizational justice.Damian Byers & Carl Rhodes - 2007 - Business Ethics: A European Review 16 (3):239-250.
    This paper articulates a conception of organizational justice based on the promise of a mode of organizing that does not violate the particularity of each and every other person. It argues that the decisive condition for such a form of justice resides in the realities of the cultural practices of an organization as they are apparent in the conduct of people in relation to multiple others. These are practices that can only seek justification in the primary right of each person (...)
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  • The Metaphysics of Collaboration: Identity, Unity and Difference in Cross-sector Partnerships for Sustainable Development.Vincent Blok - 2014 - Philosophy of Management 13 (2):53-74.
    In this article, we critically discuss the ideal of alignment, unity and harmony in cross-sector partnerships for wicked problems like sustainable development. We explore four characteristics of the concepts of identity, unity and difference which are presupposed in the partnership and collaboration literature, and point at their metaphysical origin. Based on our analysis of these four characteristics, we show the limitations of the metaphysical concepts of identity and difference in the case of CSPs for wicked problems like sustainable development.
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  • Ethics Responsibility Dialogue The Meaning of Dialogue in Lévinas's Philosophy.Hanoch Ben-Pazi - 2016 - Journal of Philosophy of Education 50 (4):619-638.
    This article examines the concept of dialogue in the philosophy of Emmanuel Lévinas, with a focus on the context of education. Its aim is to create a conversation between the Lévinasian theory and the theories of other philosophers, especially Martin Buber, in an effort to highlight the ethical significance that Lévinas assigns to the act of dialogue itself. As a philosopher whose essential interest was trained on the infinite ethical responsibility of the human subject, Lévinas places major emphasis on the (...)
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