15 found
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  1.  50
    Stakeholder democracy: Towards a multi-disciplinary view.Andrew Crane, Ciaran Driver, John Kaler, Martin Parker & John Parkinson - 2005 - Business Ethics, the Environment and Responsibility 14 (1):67–75.
  2.  43
    Capitalism and its Regulation: A Dialogue on Business and Ethics.Martin Parker & Gordon Pearson - 2005 - Journal of Business Ethics 60 (1):91-101.
    This dialogue engages with the ethics of politics of capitalism, and enacts a debate between two participants who have divergent views on these matters. Beginning with a discussion concerning definitions of capitalism, it moves on to cover issues concerning our different understandings of the costs and benefits of global capitalist systems. This then leads into a debate about the nature and purposes of regulation, in terms of whether regulation is intended to make competition work better for consumers, or to prevent (...)
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  3.  49
    The relevance of ancient greeks to modern business? A dialogue on business and ethics.Gordon Pearson & Martin Parker - 2001 - Journal of Business Ethics 31 (4):341 - 353.
    What follows is a dialogue, in the Platonic sense, concerning the justifications for "business ethics" as a vehicle for asking questions about the values of modern business organisations. The protagonists are the authors, Gordon Pearson – a pragmatist and sceptic where business ethics is concerned – and Martin Parker – a sociologist and idealist who wishes to be able to ask ethical questions of business. By the end of the dialogue we come to no agreement on the necessity or justification (...)
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  4.  28
    Ethics & organizations.Martin Parker (ed.) - 1998 - Thousand Oaks, Calif.: Sage Publications.
    Ethics and Organizations provides a rich and valuable overview of an increasingly important issue for management and organizations in contemporary society. Debates about equal opportunities, environmental responsibility, consumer redress, and corporate governance have given ethics a prominent place in the study of organizations in their social and natural environments. Within the organization, new management styles that seek to energize employees by manipulating their beliefs have highlighted the moral-ethical principles at issue in contemporary management. At the same time, debates around postmodernism (...)
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  5.  25
    Management or Organizing? A Dialogue.Gordon Pearson & Martin Parker - 2008 - Business and Society Review 113 (1):43-61.
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  6.  20
    Specters, Inc.: The Elusive Basis of the Corporation.Jeroen Veldman & Martin Parker - 2012 - Business and Society Review 117 (4):413-441.
    In this article we discuss the political and economic consequences of the contemporary legal theory of incorporation. We argue that incorporation has developed historically in a way that makes it internally inconsistent, but that this inconsistency is useful for the powerful because of its legal and economic effects. The corporation can “shape shift,” which is very helpful for claiming some rights and disavowing certain responsibilities. Of course this flexibility comes at the expense of consistent concepts and this leads to the (...)
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  7.  6
    The Routledge Companion to Reinventing Management Education.Chris Steyaert, Timon Beyes & Martin Parker (eds.) - 2016 - Routledge.
    _The Routledge Companion to Reinventing Management Education_ retraces the many external crises that have increasingly confronted business schools in recent years. With greater emphasis being placed on ranking and research output at the detriment of teaching, learning and education, this companion will work as a handbook, guiding teachers on how to integrate the humanities and social sciences into their course design and classroom practice. Arranged in five sections covering Histories, Philosophies, Concepts, Classrooms and Programmes, this volume presents and examines the (...)
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  8.  32
    What Should Business Schools Teach Managers?Martin Parker & Gordon Pearson - 2013 - Business and Society Review 118 (1):1-22.
    This article is the fourth dialogue in a series in which two characters, a pro‐business experienced manager and a critical management academic idealist, debate contemporary management. In this dialogue, the discussion concerns the curriculum of business and management courses. Though as usual there is little agreement between the two participants, the discussion clearly shows just how difficult it will be to change business education without also changing the market position of business schools. Other topics concern the sort of economic assumptions (...)
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  9.  16
    Organising images of futures-past: remembering the Apollo moon landings.Lewis Goodings, Steven D. Brown & Martin Parker - 2013 - International Journal of Management Concepts and Philosophy 7 (3/4):263.
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  10. Dividing organizations and multiplying identities.Martin Parker - 1997 - In Kevin Hetherington & Rolland Munro (eds.), Ideas of Difference: Social Spaces and the Labour of Division. Blackwell Publishers/the Sociological Review.
     
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  11.  11
    Skyscrapers: The City and the Megacity.Martin Parker - 2014 - Theory, Culture and Society 31 (7-8):267-271.
    This short note considers the migration of the skyscraper from New York and Chicago to Asia and its absence in the emerging megacities of the Global South. Following 9/11, many commentators assumed that the skyscraper was finished, but this was clearly not the case, with super-tall construction now accelerating. However, the distributions of contemporary skyscrapers show us that there are shifts in global power and also in urban form.
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  12. The business school and French philosophy.Martin Parker - 2019 - In Irving Goh (ed.), French Thought and Literary Theory in the Uk. Routledge.
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  13. Writing critical management studies.Martin Parker - 2005 - In Christopher Grey & Hugh Willmott (eds.), Critical Management Studies: A Reader. Oxford University Press UK. pp. 353.
     
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  14.  13
    Is Small Always Beautiful? A Dialogue.Gordon Pearson & Martin Parker - 2016 - Business and Society Review 121 (4):549-567.
    For quite a few years the two authors have been engaging in dialogues about management issues. Using as a model Plato's dialogues between Socrates and his various students, we have tried to clarify the nature of a concept by asking questions and thinking carefully about the answers. We disagree about many things, but agree that we respect each other's opinions, and can clarify our own viewpoints by debating them respectfully with another. For this dialogue, we decided to focus on the (...)
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  15.  27
    Management Knowledge: A Critical View By Paul Griseri. [REVIEW]Martin Parker - 2002 - Philosophy of Management 2 (2):68-69.
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