21 found
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David Rooney [20]David M. Rooney [1]
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David Rooney
Macquarie University
David Rooney
University College Dublin
  1.  29
    Addressing Unintended Ethical Challenges of Workplace Mindfulness: A Four-Stage Mindfulness Development Model.David Rooney & Jane Qiu - 2019 - Journal of Business Ethics 157 (3):715-730.
    This study focuses on mindfulness programs in the corporate world, which are receiving increasing attention from business practitioners and organizational scholars. The workplace mindfulness literature is rapidly evolving, but most studies are oriented toward demonstrating the positive impacts of mindfulness as a state of mind. This study adopts a critical perspective to evaluate workplace mindfulness practice as a developmental process, with a focus on its potential risks that have ethical implications and are currently neglected by both researchers and practitioners. We (...)
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  2.  21
    Leaders’ Personal Wisdom and Leader–Member Exchange Quality: The Role of Individualized Consideration.Hannes Zacher, Liane K. Pearce, David Rooney & Bernard McKenna - 2014 - Journal of Business Ethics 121 (2):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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  3.  10
    A Developmental Model for Educating Wise Leaders: The Role of Mindfulness and Habitus in Creating Time for Embodying Wisdom.David Rooney, Wendelin Küpers, David Pauleen & Ekatarina Zhuravleva - 2021 - Journal of Business Ethics 170 (1):181-194.
    This article brings together mindfulness and habitus theory in relation to developing wise leaders. In particular, we present new insights about the intersection of time, subjective and intersubjective experience, and mindfulness that are relevant to developing embodied wisdom in leaders. We show that temporal competence is essential for shaping habitus and developing embodied wisdom. Further, and to extend theoretical understandings of mindfulness in leadership, we argue that temporal capabilities developed through mindfulness can foster embodied wisdom by creating a specific ‘wisdom (...)
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  4.  45
    Wisdom in organizations: Whence and whither.David Rooney & Bernard McKenna - 2007 - 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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  5.  27
    Abstract Knowledge and Reified Financial Innovation: Building Wisdom and Ethics Into Financial Innovation Networks.David Rooney, Tom Mandeville & Tim Kastelle - 2013 - 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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  6.  21
    Rediscovering Philosophia: The PhD as a path to enhancing knowledge, wisdom and creating a better world.Ali Intezari, David Pauleen & David Rooney - 2016 - Journal of Business Ethics Education 13:147-168.
    With the excessive emphasis that modern PhD training places on the epistemological contribution of the thesis, a question that arises is: do PhD programmes help PhD students achieve philosophia – “love of wisdom”, or do the programmes just facilitate deepening and developing students’ knowledge? This paper challenges the modern approach to PhD training and by extension all academic research, and considers phronesiology, a wisdom-based approach to research design, to add value to traditional epistemic methodologies. In illustration, we use phronesiology and (...)
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  7.  13
    Doing the Social in Social License.David Rooney, Joan Leach & Peta Ashworth - 2014 - Social Epistemology 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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  8.  28
    Wisdom as the old dog with new tricks.Bernard McKenna, David Rooney & René ten Bos - 2007 - 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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  9. Wisdom as the Old Dog… With New Tricks.Bernard McKenna, David Rooney & René ten Bos - 2007 - 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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  10.  19
    ‘greenwich Observatory Time For The Public Benefit’: standard time and Victorian networks of regulation.David Rooney & James Nye - 2009 - British Journal for the History of Science 42 (1):5-30.
    The widespread adoption of standard time in Britain took more than fifty years and simple public access to a representation of it took longer still. Whilst the railways and telegraph networks were crucial in the development of standardized time and time-distribution networks, very different contexts existed, from the Victorian period onwards, where time was significant in both its definition and its distribution. The moral drive to regulate and standardize aspects of daily life, from factory work to the sale of liquor, (...)
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  11.  17
    Editorial: Wisdom and the Good Life.Bernard McKenna, David Rooney & Jay Hays - 2011 - Philosophy of Management 10 (1):1-7.
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  12.  6
    Wisdom and the good life.Bernard McKenna, David Rooney & Jay Hays - 2011 - Philosophy of Management 10 (1):1-8.
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  13.  3
    The Ethics of Sharing: Does Generosity Erode the Competitive Advantage of an Ecosystem Firm?Muhammad Aftab Alam, David Rooney, Erik Lundmark & Murray Taylor - forthcoming - Journal of Business Ethics:1-19.
    Innovation ecosystems are formed by interconnected firms that coalesce in interdependent networks to jointly create value. Such ecosystems rely on the norm of reciprocity—the give-and-take ethos of sharing knowledge-based resources. It is well established that an ecosystem firm can increase its competitive advantage by increasing interconnectedness with partners. However, much research has focused heavily on the positive role of inbound openness or ‘taking’ resources from ecosystem partners. The positive role of outbound openness or ‘giving’ resources to ecosystem partners remained less (...)
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  14.  9
    The Relationship of Risk to Rules, Values, Virtues, and Moral Complexity: What We can Learn from the Moral Struggles of Military Leaders.Kate Robinson, Bernard McKenna & David Rooney - 2022 - Journal of Business Ethics 179 (3):749-766.
    Leaders are faced with ethical and moral dilemmas daily, like those within the military who must span from large-scale combat operations to security cooperation and deterrence. For businesses, these dilemmas can include social and environmental impact such as those in mining; and for governments, the social and economic impact of their decision-making in their response to COVID-19. The move by Western defence forces to align their foundational principles, policies, and “soldier” dispositions with the changing values of the countries they serve (...)
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  15.  48
    A Commentary on Lamentations over Papal Social Teaching.David M. Rooney - 1990 - The Chesterton Review 16 (3/4):317-325.
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  16. Knowledge management in universities: A strategic approach.David Rooney - 2000 - .
    Understanding knowledge management in a higher education environment - knowledge as an intangible, social and ephemeral process cannot be directly “managed”.
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  17.  23
    Big data, little wisdom: trouble brewing? Ethical implications for the information systems discipline.David J. Purleen, David Rooney & Ali Intezari - 2017 - Social Epistemology 31 (4):400-416.
    The question we pose in this paper is: How can wisdom and its inherent drive for integration help information systems in the development of practices for responsibly and ethically managing and using big data, ubiquitous information and algorithmic knowledge and so make the world a better place? We use the recent financial crises to illustrate the perils of an overreliance on and misuse of data, information and predictive knowledge when global Information Systems are not wisely integrated. Our analysis shows that (...)
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  18.  27
    Big data, little wisdom: trouble brewing? Ethical implications for the information systems discipline.David J. Pauleen, David Rooney & Ali Intezari - 2017 - Social Epistemology 31 (4):400-416.
    The question we pose in this paper is: How can wisdom and its inherent drive for integration help information systems in the development of practices for responsibly and ethically managing and using big data, ubiquitous information and algorithmic knowledge and so make the world a better place? We use the recent financial crises to illustrate the perils of an overreliance on and misuse of data, information and predictive knowledge when global Information Systems are not wisely integrated. Our analysis shows that (...)
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  19.  26
    The problem of spirituality in the workplace.Bernard McKenna & David Rooney - forthcoming - 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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  20.  31
    A sociolinguistic approach to applied epistemology: Examining technocratic values in global 'knowledge' policy.Philip Graham & David Rooney - 2001 - 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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  21.  5
    Why we need wisdom in knowledge intensive organisations : when theory goes bad.David Rooney - unknown
    This paper considers why wisdom is important in knowledge-intensive service sector organisations. The paper argues that although wisdom necessarily has links to knowledge, knowledge does not necessarily have links to wisdom. The paper also argues that a distinguishing feature of knowledge economies is the extent to which abstract forms of knowledge, particularly theory, are used for commercial purposes in the service sector. The commercial application of abstract knowledge presents particular challenges for managerial and organisational wisdom. An analysis of Enron’s failure (...)
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