Commons enjoy recognition as an alternative to the dichotomy of state and market. In contrast to liberal market theorists who frame the commons as resource-based, we build on alternative and critical conceptions that describe the commons as processual, social, and inherently relational. Our analysis adds to these accounts an articulation of the contemporary commons as “social infrastructure” in the urban spatial conditions where the social processes of commoning take place. We argue that the relational features of urban commons depend on (...) social interactions and cross-sector partnerships in physical places that promote social cohesion, suggesting that the urban commons fold together the spatial and social in hitherto undertheorized ways. To theorize this relationship, we articulate the idea of the relational urban commons as sites of social interaction and relationship building—social infrastructure. This conceptualization suggests that the commons can be governed indirectly by enabling access, participation, and partnerships across sectors, fostering mixed uses and the provision of maintenance and repair. As a result, the commons are both maintained by and conducive to place-based cross-sector partnerships, anchored in place in ways that transcend resources, issues, and ownership. (shrink)

This paper examines ethics in organizations in relation to the subjectivity of managers. Drawing on the work of Michel Foucault we seek to theorize ethics in terms of the meaning of being a manager who is an active ethical subject. Such a manager is so in relation to the organizational structures and norms that govern the conduct of ethics. Our approach locates ethics in the relation between individual morality and organizationally prescribed principles assumed to guide personal action. In this way (...) we see ethics as a practice that is powerfully intertwined in an individual’s freedom to make choices about what to do and who to be, and the organizational context in which those choices are situated, framed and governed. (shrink)

Brands are a fait accompli: they represent a mountain range of evidence in search of a theory. They are much exploited, but little explored. In this book, Martin Kornberger sets out to rectify the ratio between exploiting and exploring through sketching out a theory of the Brand Society. Most attempts to explain the role of brands focus on brands either as marketing and management tools or a symptoms of consumerism. Brand Society combines these perspectives to show how brands have the (...) power to transform both the organizations that develop them and the lifestyles of the individuals who consume them. This holistic approach shows how brands function as a medium between producers and consumers in a way that is rapidly transforming our economy and society. That's the bottom line of the Brand Society: brands are a new way of organizing production and managing consumption. Using an array of practical case studies from a diverse set of organizations, this book provides a fascinating account of the way in which brands influence the lives of individuals and the organizations they work in. (shrink)

Strategy frames the contemporary epistemological space of urbanism: major cities across the globe such as New York, London and Sydney invest time, energy and resources to craft urban strategies. Extensive empirical research projects have proposed a shift towards a strategic framework to manage cities. This theoretical curiosity is reflected in the rising interest in urban strategy from practice. For instance, the World Bank regularly organizes an Urban Strategy Speaker Series, while the powerful network CEOs for Cities lobbies for a strategic (...) approach to urban development. Critical scholars such as Zukin diagnose not a shift in but a shift to strategic thinking in the contemporary city. This article poses the question: what makes strategy such an attractive ‘thought style’ in relation to imagining and managing cities? How can we understand the practice of urban strategy? And what are its intended and unintended consequences? The objective of this article is to analyse strategy as a socio-political practice that shapes cities, and by extension, society at large. (shrink)

Organizations face a plethora of moral challenges. To address these challenges, they must develop the capacity for moral action. Drawing on pragmatist philosophy and, more specifically, on the concept of moral imagination, we theorize such organizational capacity building as moral learning. We propose three conceptual building blocks, which together form the framework for moral learning. First, we posit that morality may be anchored in concrete action rather than in general rules or principles. In particular, we suggest that the locus of (...) morality may reside in action itself, and not predominantly in the inner motivations for action or the external consequences of action. Second, we hold that, by providing normative guidance, evaluation goes hand in hand with moral action. Such evaluation is related to a specific action rather than abstract values. In a third step, we suggest that moral learning represents a feedback loop between moral action and evaluation. This loop is embedded in an enabling ethical infrastructure, i.e., organizational structures, spaces, and technologies, which provide the necessary socio-material conditions for moral development and learning to occur. The value of our framework for moral learning is in its heuristic ability to render ethics in organizations both legible and practicable. (shrink)