Extant research notes a tendency to propound the idea that female managers are secondary to men. Gender differences constitute an ethical issue and the discursive constructions of gender management are central to research in business ethics. Drawing on evidence gathered from a time–space intersection that has been widely neglected by research in this area, we address whether female business leaders develop gender-stereotypic management styles as well as their propensity to adopt masculine management patterns such as making (...) risky decisions and implementing formal management systems. Our findings suggest that gender-stereotypic management styles are chosen strategically and target-driven, which implies a selective use of masculine and feminine management styles. Furthermore, as part of the masculine approach, female business owners adopt risk-taking decisions and implement formal management systems. Our results provide support for the argument that gender is context dependent and, hence, the findings of this study may be useful for contemporary jurisdictions featuring male-dominated societies and a strong intervention by the State in the economy. (shrink)

It is common today that organizations have their own distinctive cultures, even in cases when they may not have willfully attempted to create them. Rather, cultures have most likely been created unconsciously, forced by the values of top level managers, the founder, or core people who have built or direct the organization. Leaders frequently attempt to change the culture of their organizations to suit their own preferences. The resulting culture will influence the decision-making process, market demand, and nature of the (...) business. It affects management styles and what everyone determines as success. This study is an attempt to discover how culture influences management styles and decisions, with special reference to the local environment in Oman. (shrink)

If a manager is evangelical, does it color the style he uses in his relationship with his subordinates? The paper sketches briefly the two familiar, historical ethical positions... the Protestant ethic and humanism and relates them to two styles of management. Then it points up the recent healthy growth of the evangelical movement, and the basic beliefs of evangelicals; then relates elements of these beliefs to the manager. A comparison of the three management ethics (Protestant, humanist, and (...) evangelical) suggests some differences in the characteristics of managers who follow each ethic. There is increased evidence of the effect of the evangelical ethic in political, medical, and judicial life. Is it not logical to assume it is also affecting business and management? (shrink)

This paper reports the results of a qualitative analysis of female entrepreneurs'' accounts of their role in their organizations using Relational Theory as the analytical frame. Content analysis of focus group comments indicated that the women used a relational approach in working with employees and clients. Relational skills included preserving, mutual empowering, achieving, and creating team. Findings demonstrate that Relational Theory is a useful frame for identifying and explicating women entrepreneurs'' interactive style in their own businesses. Implications and future directions (...) for research are discussed. (shrink)

Corporate social policy can be viewed as three legs of a tripod: efficient production, stable employment, and a social and political environment that promotes high performance of both workers and managers.Social policy process consists of achieving a balance of corporate interest with other interests in the society. Each policy position taken by the firm alters its relationships with all other interests and creates a new balance. This entails the risk of creating unfriendly interests and losing the support of others, depending (...) on the issue and shift in power. (shrink)

Companies' perceptions of corporate social responsibility have been only partially analyzed from an individual perspective that focuses on personal characteristics and professional backgrounds. However, a gap exists in the research on manager leadership styles and CSR perceptions from a gender perspective. Therefore, this article analyzes differences in attitudes toward various dimensions of CSR by focusing on the leadership styles—transformational, dominance, and dual perspectives—of male and female managers in Spain. A total of 391 respondents in top management positions (...) in Spain were surveyed. The findings revealed similarities and differences between genders with respect to leadership styles and CSR perceptions by dimension using a univariate analysis. A causal model that employed structural equation modeling was also estimated. The findings suggest that for transformational and dual leadership styles, Spanish women may be more adaptable and effective at pursuing company sustainability than Spanish men. However, dominance leadership was found to be the worst leadership style for deploying a CSR strategy. A number of conclusions for business management can be drawn, and some directions for future research are provided. (shrink)

Models of global governance abound: expert governance, networked governance, algorithmic governance, and old-fashioned juridico-political governance vie for explanatory power. This article takes up style as a way of analysing configurations of governance that do not readily fit a particular model of governance. Style is particularly revealing when it comes to deliberately unspecified or over-specified, genre-busting, and bet-hedging ways of imagining governance. The UN’s use of the phrase ‘convening power’ is a case in point. This article looks at how the UN (...) has styled itself as a convening power in the area of counter-terrorism governance. A visual analysis of promotional materials for the UN’s Counter-Terrorism Week suggests that the UN’s self-styling as a convening power is shaped by anxieties as well as aspirations. (shrink)

This article asks the questions: Did the DPJ engage in crisis response and management differently than the LDP did? If so, why? If not, why not? In order to try to answer these questions systematically I use an inductive comparative method of choosing three equivalent each under the LDP and the DPJ in which they responded to a similar type of crisis. The crises selected were Okinawa bases issues in 1995 (LDP) and 2009 (DPJ), Senkaku Islands under the LDP (...) (2008) and DPJ (2010), and the Hanshin quake in 1995 (LDP) and Fukushima in 2011 (DPJ). This gave me a nice mix of intense, short-term cases to compare; one domestic (disaster-related), and two foreign (Okinawa bases with US; Senkaku/Daiyou conflict with China); coalition governments under LDP and DPJ (2009) of different kinds vs. single-party (other DPJ). A very brief description of each crisis will be followed by some generalizations comparing the two parties’ responses. I find that both parties had similar problems with information management, but that there were characteristic and predictable trade-offs of their different party decisionmaking structures and relations with the national bureaucracy. Finally, I mention some of the inherent structural problems of Japanese politics and policymaking that inhibit effective response regardless of the party in power. (shrink)

Working women in the Caribbean and Latin America are more active in the labor market than their counterparts in most other regions of the world. Yet, they remain much less economically mobile than working men. Using research from a long-term study in Martinique, this article offers a new view of the cross-class construction of women's economic immobility. Research results suggest that irrespective of a woman's socioeconomic status, household structure, education, skills, or freedom from domestic chores, the organization of her work (...) is patterned in ways that preclude economic growth. When women try to “get ahead,” they invest more of their own time; men, by contrast, put others to work. I argue that these and other gender-based patterns of work organization and network management express a hidden but enduring legacy of a patriarchal value system. (shrink)

The decision making process is an important aspect of the managerial function that is becoming increasingly complex due to technological and global impacts. It is essential, therefore, to understand why various managers approach the decision making process differently. One area that is related to how managers perceive and process the information that is associated with decision making, is that of decision style.It is not enough, however, to explore decision style in isolation, as some of the decisions that managers make often (...) entail ethical components concerning the ability to balance the interests of diverse groups. Moral reasoning is therefore important for every manager, and could impact the decision style that is employed by such managers. The relationship between managerial decision style and moral development is one that could provide unique insights into the area of decision making, yet it is an area that has remained relatively unexplored. (shrink)

Purpose – The purpose of this paper is to investigate the relationship between cognitive styles of managers working in tourism companies and dynamic capabilities of these companies. Design – The research relies on a quantitative questionnaire. Methodology – To answer the research question, the bivariate (Pearson) correlation was applied. A number of 268 answers from people working in tourism were received. Findings – We found a positive correlation between different dimensions of dynamic capabilities of tourism companies. These capabilities are (...) influenced by managers’ cognitive characteristics. The organizational culture plays a mediating role in the latter relationship. Implications for theory – The paper offers an alternative understanding of dynamic capabilities in tourism and hospitality; the paper also opens new paths for academic research on the impact of cognitive characteristics of managers on the dynamic capabilities of tourism companies. Implications for practitioners – Making accurate psychological portrait of the candidate can predict his/her behavior in certain situation, such as response towards environmental change using dynamic capabilities and when making the necessary changes to the organizational culture. Originality – This study proposes model of influence of a manager’s cognitive style on dynamic capabilities, whereby organizational culture moderates this relationship. (shrink)

This study investigates the relationship among ethical philosophy, thinking style, and managerial ethical decision-making. Based on the premise that business ethics is a function of culture and time, we attempt to explore two important questions as to whether the national differences in managerial ethical philosophies remain over time and whether the relationship between thinking style and ethical decision-making is consistent across different national contexts. We conducted a survey on Korean managers’ ethical decision-making and thinking style and made a cross-cultural, cross-temporal (...) comparison with the results presented by previous studies that surveyed Korean and US managers with the same questionnaire at different points in time. Our analysis revealed that Korean managers have become more reliant on rule utilitarianism for ethical decision-making over the last two decades, which is dominantly used by US managers, corroborating our convergence hypothesis built on social contracts theory. However, as opposed to previous research, we found that managers with a balanced linear and nonlinear thinking style do not necessarily make more ethical decisions compared to those with a predominantly linear or nonlinear thinking style. This study contributes to international business ethics literature by presenting a theoretical framework that may explain the convergence of ethical philosophies employed by managers in different national contexts over time, and that the relationship between thinking style and managerial ethical decision-making may not be universal, but contingent on contextual factors. (shrink)

Purpose – The purpose of this paper is to clarify how IT managers' decision styles affect their evaluation of information technology. Design/methodology/approach – Four different decision styles were assessed in a leadership test directed towards IT managers. Each style included two dimensions: confidence judgment ability and decision heuristic usage. Participants belonging to each style were interviewed and their answers analysed with regard to their reasoning about central areas of IT management. Findings – Results suggest that a decision (...) style combining intuitive and analytical capabilities lead to better evaluations of information technology. Originality/value – The results of the present study are valuable for the understanding of how decision styles impact on IT management in everyday life. (shrink)

In this expansive and provocative new work, Michael Dango theorizes how aesthetic style manages crisis--and why taking crisis seriously means taking aesthetics seriously. Detoxing, filtering, binging, and ghosting: these are four actions that have come to define how people deal with the stress of living in a world that seems in permanent crisis. As Dango argues, they can also be used to describe contemporary art and literature. Employing what he calls "promiscuous archives," Dango traverses media and re-shuffles literary and art (...) historical genealogies to make his case. The book discusses social media filters alongside the minimalism of Donald Judd and La Monte Young and the television shows West Wing and True Detective. It reflects on the modernist cuisine of Ferran Adrià and the fashion design of Issey Miyake. And, it dissects writing by Jenifer Egan, David Foster Wallace, David Mitchell, and Zadie Smith. Unpacking how the styles of these works detox, filter, binge, or ghost their worlds, Crisis Style is at once a taxonomy of contemporary cultural production and a theorization of action in a world always in need of repair. Ultimately, Dango presents a compelling argument for why we need aesthetic theory to understand what we're doing in our world today. (shrink)

This paper uses diversity management as a placeholder for human rights policy. By diversity management, I mean those policy techniques that a society can use to deal with diversity, which include not only decisions to make diversity a subject of active legal and governmental intervention, but also decisions to leave diversity to informal, unregulated choices by individuals or civil society institutions. My discussion proceeds with particular reference to the United States, in part because it has been relatively successful (...) in managing its diversity in recent decades—relative, that is, both to its own past and to the record of other countries today. An approach to diversity management “works,” in my view, if and to the extent that the country’s vulnerable minorities enjoy some social mobility, are integrated into the major institutions of society, have access to political influence roughly proportional to their limited numbers, are free to live according to their own group values and practices, and do not feel deep alienation from the dominant cultural norms. By this definition, the American system works relatively well—with the qualifications and exceptions noted just above. The paper proceeds in three parts. Part I seeks to sharpen our understanding of diversity by analyzing several different ways of understanding and defining that idea, with a view to underscoring the significance of choosing one or another measure of it. Part II discusses two examples— multiracial individuals and anti-profiling laws—to illustrate the inevitable politicization of certain demographic categories when used for politicallysensitive purposes. Part III presents some distinctive and, in some cases, unique features of the American approach to diversity management. Most of these features, I argue, effectively advance the cause of minority mobility and integration, whereas some tend to undermine these goals. (shrink)

Social studies of science have often treated natural field sites as extensions of the laboratory. But this overlooks the unique specificities of field sites. While lab sites are usually private spaces with carefully controlled borders, field sites are more typically public spaces with fluid boundaries and diverse inhabitants. Field scientists must therefore often adapt their work to the demands and interests of local agents. I propose to address the difference between lab and field in sociological terms, as a difference in (...) style. A field style treats epistemic alterity as a resource rather than an obstacle for objective knowledge production. A sociological stylistics of the field should thus explain how objective science can co-exist with radical conceptual difference. I discuss examples from the Canadian North, focussing on collaborations between state wildlife biologists and managers, on the one hand, and local Aboriginal Elders and hunters, on the other. I argue that a sociological stylistics of the field can help us to better understand how radically diverse agents may collaborate across cultures in the successful production of reliable natural knowledge. (shrink)

This paper compares the ethical standards reported by consumers and managers with different attachment styles (secure, preoccupied, fearful, or dismissing). We conducted two studies of consumer ethical beliefs and a third managerial survey. In Study 1, we used a questionnaire that we constructed, and in Study 2, we used the Muncy–Vitell Consumer Ethics Scale. The results in both the studies were consistent and showed that men reported a greater indifference to ethical transgressions than women. Based on the two studies, (...) the results indicate that␣among male consumers, the dismissing participants reported the greatest overall indifference to ethical transgressions and the secure participants expressed the most ethical beliefs. The two intermediate groups did not differ significantly from each other. In Study 1, none of the women consumers reported a dismissing attachment style. Women with a secure style reported more ethical beliefs than those in the other two groups. However, the sample in Study 2 included dismissing women. The dismissing women reported the greatest overall indifference to ethical transgressions and the secure women expressed the most ethical beliefs. The illegal profit subscale described the most severe ethical transgressions, and for both men and women, the secure participants were less apt than the other participants to report a willingness to transgress. In Study 3, the Newstrom and Ruch (1975, MSU Business Topics, Winter, 31) Questionnaire was administered to 227 managers. All four attachment patterns were represented among the participants of both genders. In all cases, the participants with a dismissing attachment style showed the greatest readiness to transgress. (shrink)

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 a theoretical lens by which to enrich existing leadership practices as well as providing a style of leadership better suited for the twenty-first century. (shrink)

Small and micro-enterprises play a significant part in economic growth and poverty alleviation in developing African countries. There are, however, a range of management issues that arise when looking at the support required for local enterprise development, the role and management style of the local support agency and the role and style of the, usually Western, funding body. This paper explores the management philosophy required to establish and resource micro-enterprise development and compares the local management processes (...) with those expected by a Western funding body. The purpose of this paper is to identify the strategies used by a mixed urban community association in Beira, Mozambique and the adaptations that are required by the Western sponsor to reflect local philosophical, cultural, traditional and environmental considerations. The paper goes on to propose a philosophical ‘pro-forma’ to improve the relationship between local community organisations and foreign donors to support enterprise development. (shrink)

A campaign to pass city council resolutions opposing an American invasion of Iraq in the Fall of 2002 and Spring of 2003 provided an opportunity to examine contrasting styles of public argument. This paper examines an extensive set of news and editorial articles as well as the actual deliberations before city councils. An argument’s style constructs a relationship between the speaker, audience, and issue through the strategic use of language. Two conflicting styles of argument were apparent in these (...) deliberations: a protest style and a dissent style. Each style operated within a different normative frame that managed tensions between unity and division, participation and its lack, and inclusive and exclusive reasoning. While protest and dissent styles conflict, each frames important relationships for public discourse and deliberation. (shrink)

Research on leadership has either ignored women or focused on sex differences. This paper illustrates how both of these strategies have been detrimental to women. An alternative conception based on sex-role orientation is presented and the research relating androgyny to leadership style and managerial effectiveness is reviewed. It is proposed that adopting an androgynous management style may help women to overcome the negative effects of sex-stereotyping in the workplace.

The article begins with a brief history of aesthetic theory. Particular attention is given to the postructuralist ‘aesthetic return’: the resurgence of interest in aesthetics as an ontological foundation for human being-in-the-world. The disordered individual-as-emergent-artist-and-artifact, who is at the centre of this ‘aesthetic return’, is then translated into the ‘dis’-organization that is the firm. The firm is thus defined in terms of its primal sensory impact on the world. It invokes a myriad of aesthetic relations between its disorganized self and (...) others: its essence resides within these relations; its power of being is determined by its ability to project a unified aesthetic ideal – a ‘mirror fantasy’. The firm thus emerges as a style: where style is defined as an organizing – a sculpting – of aesthetic chaos. In order to achieve a grand style, the firm projects itself through time as a unified aesthetic ideal; as an ongoing work of art. The article concludes with a discussion of how this aesthetic theory of the firm relates to other accepted theories of the nature and purpose of business organizations. (shrink)

The paper concentrates on the Chinese philosophical strand of Daoism and analyses in how far this philosophy can contribute to new directions in management theory. Daoism is an ancient Chinese philosophy, which can only be traced back roughly to about 200 or 100 BC when during Han dynasty the writers Laozi and Zhuangzi were identified as “Daoists”. However, during Han dynasty Daoism and prevalent Confucianism intermingled. Generally, it is rather difficult today to clearly discern Daoist thought from other philosophical (...) strands as in the same period also Buddhism, Mohism and Legalism shaped contemporary thinking. Furthermore, there is a difference between the religious practice of Daoism in the sense of popular religion and the theoretical basis of Daoist thought presented in Laozi and Zhuangzi. The religious practice in contrast can have very mystical elements, which are linked to superstition. Moreover, there is also the question of in how far Daoist thought and practice is still prevalent at all in Chinese society today. Hence, the picture of Daoism is heterogeneous, first, regarding the question of what can be defined as the “original core” of Daoism, second, the difference between thought and religious practice, and third, the question of the prevalence of Daoist thought in China today. This paper offers a broader discussion regarding the potential ways of application of Daoist thought today over five parts. First, it illuminates the most important values taught under the name of Daoism. Thereby, it focuses on the Daoist thought and leaves out the actual religious practice together with its mystical elements. Second, these values are then put into the management context to analyse in how far Daoism can broaden our contemporary understanding of management in general and different management styles in particular. Third, Daoism in a management context is then contrasted with the comparably rigid Confucian doctrine also applied in a business context. Here, the application of Daoist and Confucian thought in the fields of leadership, management and corporate ethics is presented and compared. Fourth, insights into the real business practice in China regarding Chinese philosophies like Daoism and Confucianism in fields like management, strategy or corporate ethics are provided. Fifth, an outlook is presented where Daoism is discussed in the context of contemporary debates on sustainability and CSR. Here, the proposed paper illuminates in how far the philosophy of Daoism can also contribute to a more holistic understanding of sustainability and CSR today, thereby contributing to more innovative solutions in management. (shrink)

This study presents the results of an empirical analysis of the relationship between managerial thinking style and ethical decision-making. Data from 200 managers across multiple organizations and industries demonstrated that managers predominantly adopt a utilitarian perspective when forming ethical intent across a series of business ethics vignettes. Consistent with expectations, managers utilizing a balanced linear/nonlinear thinking style demonstrated a greater overall willingness to provide ethical decisions across ethics vignettes compared to managers with a predominantly linear thinking style. However, results comparing (...) the ethical decision-making of balanced thinking managers and nonlinear thinking managers were generally inconsistent across the ethics vignettes. Unexpectedly, managers utilizing a balanced linear/nonlinear thinking style were least likely to adopt an act utilitarian rationale for ethical decision-making across the vignettes, suggesting that balanced thinkers may be more likely to produce ethical decisions by considering a wider range of alternatives and ruling out those that are justified solely on the basis of their outcomes. Implications are discussed for future research and practice related to management education and development, and ethical decision-making theory. (shrink)

This ethnographic study of service interactions in Korean immigrant women–owned nailsalons in New York City introduces the concept “body labor” to designate a type of gendered work that involves the management of emotions in body-related service provision. The author explores variation in the performance of body labor caused by the intersection of the gendered processes of beauty service work with the racialized and class-specific service expectations of diverse customers. The study examines three distinct patterns of service provision that are (...) shaped by racial and class inequalities between women: high-service body labor, expressive body labor, and routinized body labor. These patterns demonstrate that a caring, attentive style of emotional display is dominant in workplaces governed by white, middle-class “feeling rules” but that different racial and class locations call forth other forms of gendered emotionalmanagement that focus on displaying respect, reciprocity, fairness, competence, and efficiency. (shrink)

Der Denkstil der Chemiker. Der Aufsatz diskutiert die Tragfähigkeit des Begriffes “Denkstil”, wie er von Alistair Crombie eingeführt und Ian Hacking aufgegriffen wurde, für das Verständnis dessen, wie das Fach Chemie historisch seine Identität ausgeprägt hat. Obwohl weder Crombie noch Hacking den Begriff “Denkstil” in Bezug auf einzelne Disziplinen verwendet haben, erscheint im Fall der Chemie seine Anwendung besonders vielversprechend, weil er hier hilft, ein zentrales Problem zu thematisieren – nämlich die Frage, wie es Chemikern trotz wechselnder Gegenstandsbereiche und theoretischer (...) Umbrüche gelang, eine eigenständige und stabile Identität auszubilden. Nach einer Einführung in den Begriff “Denkstil”, argumentiert der Aufsatz, dass die Beständigkeit der Chemie als eines Faches wesentlich in ihren Laborpraktiken gründet, die ihrerseits wiederum die spezifische Art der Fragen bestimmten, die Chemiker in ihren Forschungen stellten bzw. die Form der Antworten, nach denen sie suchten. Folgende Merkmale kennzeichnen diesen “chemischen Denkstil” (1) eine spezifische, im Herstellen begründete Form des Wissens, (2) die Befassung mit einzelnen Stoffen und Materialien statt mit Materie im Allgemeinen und (3) eine Beobachtung von Natur besonders im Hinblick auf Transformationsprozesse.The Chemists' Style of Thinking. This paper discusses the relevance of the notion of “styles of scientific thinking” introduced by Alistair Crombie and revisited by Ian Hacking, for understanding how chemistry shaped its identity. Although neither Crombie nor Hacking applied this notion to individual disciplines, it seems appropriate to use it in the case of chemistry because it helps to address a puzzling issue: how did chemists manage to shape an identity of their own, despite shifting territories and theoretical transformations? Following a presentation of the notion of style, I will argue that the stable identity of chemistry is rooted in laboratory practices, which determined the specific questions that chemists put to nature as well as the answers to their questions. The “chemical style of thinking” is characterized by i) a specific way of knowing through making, ii) the concern with individual materials rather than matter in general and iii) a specific commitment to nature. (shrink)

This research investigates the interplay between leadership styles and institutional corporate social responsibility (CSR) practices. A large-scale field survey of managers reveals that firms with greater transformational leadership are more likely to engage in institutional CSR practices, whereas transactional leadership is not associated with such practices. Furthermore, stakeholder-oriented marketing reinforces the positive link between transformational leadership and institutional CSR practices. Finally, transactional leadership enhances, whereas transformational leadership diminishes, the positive relationship between institutional CSR practices and organizational outcomes. This research (...) highlights the differential roles that transformational and transactional leadership styles play for a firm’s institutional CSR practices and has significant implications for theory and practice. (shrink)

The increasing number and influence of women in society brings up several issues related to values and ethics. Looking at business ethics from the gender perspective made us ponder if it would be fruitful to analyse the feminine and masculine dimensions of decision-making style. The article follows the research tradition using the multidimensional ethics scale, and it aims at developing the scale to better include female decision-making. We came to the conclusion that, as the multidimensional ethics scale used in measuring (...) managers' moral decision-making is derived from modern ethical theories focusing on indications of masculinities more than femininities, the scale leaves feminine decision-making dimensions invisible. Our argument is that in seeking a deeper understanding of (female) managers' moral decision-making, we must find a broader basis for the analysis and develop the scale further so that it allows different voices to be heard and different dimensions to be seen. (shrink)

Recent knowledge first epistemology features a number of different accounts of justified belief, including a knowledge first reductionism according to which to believe justifiably is to know Sutton, Littlejohn, Williamson, a knowledge first version of accessibilism Millar and a knowledge first version of mentalism Bird. This paper offers a knowledge first version of virtue epistemology and argues that it is preferable to its knowledge first epistemological rivals: only knowledge first virtue epistemology manages to steer clear of a number of problems (...) that its competition encounters. (shrink)

Throughout the post-World War II decades, the United States has wrestled in its own unique style with a problem that is shared by all modern societies: how to achieve a reasonably equitable distribution of health care, without losing control of total spending on health care, and without suffocating the delivery system with controls and regulations that inhibit technical progress.Because an equitable distribution of health care inevitably requires at least some government regulation, and because government regulations tend to impose rigidity on (...) any system, it is widely believed in the United States that a trade-off actually exists between fairness in the distribution of care and the health system’s ability to innovate. This troublesome trade-off bedevils American policy makers to this day. (shrink)

Throughout the post-World War II decades, the United States has wrestled in its own unique style with a problem that is shared by all modern societies: how to achieve a reasonably equitable distribution of health care, without losing control of total spending on health care, and without suffocating the delivery system with controls and regulations that inhibit technical progress.Because an equitable distribution of health care inevitably requires at least some government regulation, and because government regulations tend to impose rigidity on (...) any system, it is widely believed in the United States that a trade-off actually exists between fairness in the distribution of care and the health system’s ability to innovate. This troublesome trade-off bedevils American policy makers to this day. (shrink)

This article responds to a call from Philosophy of Management (Vandekerckhove 2020) to open a discussion on the contribution of Albert Camus’s work to management. The aim of this article is to argue that Camus’s sense of cyclicality related to the recurrence of crises is particularly important for existential management. This idea is embodied primarily by Camus’s famous retelling of the myth of Sisyphus, which is not only a provocative metaphor of his thoughts, as discussed by many (...) authors, but is also an inspiring expression of the idea of ​​revolt, which is further developed in Camus’s later work. The article focuses on recent updates to Camus’s Sisyphean revolt in existentially oriented approaches to management. These are mainly the concepts of the existential manager, an analysis of managerial lived experience within existential hermeneutic phenomenology, and the perspective of an absurd organization. Camus’s motif of cyclicality represents a stimulating framework for analysing lived managerial experience, which is characterized by alternating phases of success and failure. The article also draws attention to other important motives in Camus’s work, such as avoiding extremes and idealistic constructs, and expressing the value of human life as a basis for ethical behaviour. All the mentioned motives are closely related to the concept of revolt. This article also provides several explanatory comments on the editorial, which help to take a closer look at Camus’s style of thinking and avoid possible misinterpretations. In this respect, the distinction between Camus’s approach and forms of existentialism is particularly important. (shrink)

It is no secret that employees leave their organizations because of bad managers- but what about the good ones? How can researchers and organizations differentiate individuals in terms of the interpersonal skills needed to perform well in the managerial role? Although these are fundamentally important questions to organizational psychologists, there exists no conceptual model, definition, or measure of interpersonal skills specific to the managerial role. We address these questions and research gaps by developing a conceptual model and validating a concomitant (...) measure of managerial interpersonal skills through a research program that included four studies across three phases: First, through a review of the literature and structured interviews with practicing managers; next, three quantitative studies in which we develop, refine and validate our MIPS scale; and finally, in a fourth validation study with matched supervisor-employee data from a large healthcare organization. Results suggest that MIPS are best represented by a three-dimensional model comprised of supporting, motivating and managing conflict all indicating a higher-order latent MIPS factor. Results also indicate the MIPS Scale predicts job attitudes and performance among both employees and managers above and beyond personality traits and leader-member exchange, as well as constructs closely related to MIPS, such as social support and conflict management style. (shrink)

This paper tries to evolve a distinctive model of Swedish management from the standpoint of human values. The author attempts to understand the deeper and subtle aspects of the Scandinavian manage ment style and discusses ways to understand different management styles in different cultural contexts and how they can be sustained in an information age where culture-specific values face extinction. His analysis draws on several sources including personal experiences and mythological references. The paper explores the 'deep structure' (...) of the Swedish mind and enumerates 'typical Swedish' values like equality, self-criticism, worship of nature, and their relationship with the Swedish management style. It also articulates the dilemma of the Swedish manager who has to stick to traditional Swedish values at work and at the same time be responsive to universal human values. According to the author, the ideal way to overcome this dilemma is to transcend into pure being by knowing one's real self and then coming out into the world of action to reflect the universal in the relative. (shrink)

Leadership styles vary across the vast Indian sub‐continent and are in a state of flux and change. The norms are influenced by ancient mythology and by imprints of world‐wide movements of political liberalism, socialism and economic globalization. But through all these styles, one discerns basic values which are universal and can be intuitively grasped by multi‐national managers. The paper describes the various sources of leadership understandings in India and relates them to Western traditions, notably to Aristotle’s ‘virtue ethics’.

As far as we are aware, this study presents the first comparative analysis of the stock picking and market timing abilities of managers of conventional and socially responsible (SR) pension funds, and of their use of superior information. For the United Kingdom, the results obtained show a slight stock picking ability on the part of SR pension fund managers (although it disappears if multifactorial models are considered), and a negative market timing ability on the part of both SR and conventional (...) pension fund managers (these results hold for multifactorial models controlled by home bias). In relation to the management styles, both conventional and SR pension funds usually invest in small cap and growth values, although it is the SR pension funds that are the most exposed to these styles. We also observed that, while conventional pension fund managers make certain use of superior information to follow stock picking strategies, managers of SR pension funds use superior information to follow market timing strategies. (shrink)

We extend attribution and stakeholder theory in the context of crisis reputation management by examining differences in stakeholder perceptions in the form of organization-related blame. We presented eight stakeholder groups with factual information surrounding the Deepwater Horizon Oil Spill and asked them to indicate the extent to which they blamed the leaders and organizations associated with the event. Stakeholders also completed a survey assessing their attribution styles. Results indicated that perceptions of blame were affected by the interaction of (...) stakeholder role (i.e., active vs. passive) with attribution style (i.e., optimistic vs. pessimistic). Our results suggest that organizational leaders’ understanding of their stakeholders may be an important aspect in managing stakeholders’ sensemaking during crises. (shrink)

Although managers spend over twenty percent of their time in conflict management, organization theorists have provided very few guidelines to help them do their job ethically. This paper attempts to provide some guidelines so that organizational members can use the styles of handling interpersonal conflict, such as integrating, obliging, dominating, avoiding, and compromising, with their superiors, subordinates, and peers ethically and effectively. It has been argued in this paper that, in general, each style of handling interpersonal conflict is (...) appropriate if it is used to attain organization''s proper end. (shrink)

The philosophical nature of ethical reasoning generates different definitions of moral subjectivity. Thus any talk of leadership ethics requires not only that we confront biases regarding human nature and the purpose of leadership and business conduct, but also differing ethical approaches which may be rooted in specific cultural and religious backgrounds. Building a conceptual framework for leadership ethics which overcomes these obstacles of bias and cultural embeddedness therefore requires another approach. It can be found in the concept of the Global (...) Ethos values. Using Kohlberg’s model of moral development, the Global Ethos values appear as a protoethical system of values with a level-six effect, a universally explicable deontological canon of ethical values below the sixth level, i.e. in the realm of hands-on management and leadership. As non-judgmental and regulative guiding principles, these values are the normative guidelines for selecting a situationally appropriate form of leadership style before and beyond any philosophical explication and rationale. (shrink)

Drawing on strategic choice theory, we investigate the influence of CEO leadership styles and personal attributes on the implementation of organizational diversity management practices. Specifically, we examined CEO transformational and transactional leadership in relation to organizational diversity practices and whether CEO social values and age may moderate these relationships. Our results suggest that transformational leadership is most strongly associated with the implementation of diversity practices. Transactional leadership is also related to the implementation of diversity management practices when (...) either CEO social values or age are relatively high. These findings extend previous work examining predictors of diversity management in organizations and highlight the central role that organizational leaders may play in the successful implementation of these practices. (shrink)

As the official UK COVID Inquiry is investigating the response by the government to the 2020 global pandemic, revealing the difficulties that the Johnson administration had to face and the overall lack of adequate preparedness at the top of the UK executive, people are becoming growingly aware of the many challenges that such situations pose in terms of crisis management and public governance. Beyond the somewhat sterile blame game played by leading political actors, this formal accountability forum has also (...) revealed competing narratives about the crisis that might have hampered any coherent political solution. This article proposes to focus on the ‘official’ narratives by the UK government and to analyse critically the way Boris Johnson narrativised his political response to the pandemic in order to examine how his unconventional style of leadership was deployed during a global crisis. Using a typology of crisis management inspired by crisis expert and leadership scholar Arjen Boin, the objective is to examine how ‘crisis narratives’ framed the way the UK government responded to the crisis. (shrink)

Sylvia Wynter discusses Eurocentric thought as a closed cognitive order. In this article, Mijke van der Drift interrogates this cognitive closure as a style of thought that is intertwined with institutions. By inverting the attention Foucault gives to the subjects under scrutiny, van der Drift shows that the focus on those that maintain the institution, the managerial class, reveals how power and knowledge configure this contraction of perception. Van der Drift argues that institutions are central to this process because it (...) offers alignment of purpose and understanding by means of rights and discipline. Consequently, this alignment leads to an indifference to other ways of worlding that Philomena Essed and Isabel Hoving describe as “smug ignorance.” Van der Drift argues that this finds root in the institution, rather than being a harmful side effect that needs to be addressed. To contrast institutional alignment, the author sketches a pluralist ethics that offers an alternative mode of relationality and collective organization. (shrink)

What aspects of philosophical style really count? What aspects of philosophical writing count only as matters of style? Some features of philosophical writing and talking do seem to be of merely ornamental significance, worthy subjects only of gossip or banter. We are familiar with the academic sneer with which poor Professor Kluck is charged with having “somehow managed to confuse” one thing with another. A more serious stylistic matter, of course, would be Professor Kluck’s own willingness to use the apparatus (...) of modal logic in his pathetic endeavors. Or is that a matter of style? If so, does the same concept apply to such amusing and affective phenomena as accent and cadence? We have heard Professor Chisholm’s rising terminal voice inflection, if only because it is so widely imitated. One thinks of Professor Earle’s favorite condemnation “boring” pronounced with an “o” which seems to touch base on every vowel sound known to man. We are impressed by Goodman’s pithiness, and we register his penchant for alliterative triples. We compare Bergmann’s Laocöonian baroque prose with Quine’s soothing urbanity. It is an interesting fact that these are the features which come to mind when we begin to consider the whole question of philosophical style. Have we so internalized the parts that really count that they seem “white,” neutral, style-free? There might well be historical factors which encourage such blindness. Varying degrees of lingering transcendentalism about philosophical method would not be easily reconciled with the awful idea that one is merely speaking a local dialect. Of course the transcendentalism itself is rarely owned up to as such, as if it is assumed that it is Reason which speaks but that it is in poor taste to say so. Alternative methods, when confronted, generate distaste, horror, or the head-shaking sort of wonderment of the Eighteenth Century Parisian who wondered how on earth anyone could be a Persian. (shrink)

Conflict handling by managers gives rise to significant emotional and cognitive experiences for affected employees and has far-reaching effects on the effectiveness of a group and an organization. In this conceptual paper, we argue that despite many claims made by managers in their self-reports that they engage in either dominant or compromising conflict-handling strategies when managing conflict within a group, they may be perceived by employees as adopting neglect or avoidance behaviors. We examine how such perceived managers' avoidance styles (...) could influence employees' perceptions with regard to justice, trust, and politics within an organization. (shrink)