This qualitative study investigates refugees’ socio-professional trajectories in France. Our findings suggest that refugees follow different socio-professional paths shaped by identity work and acculturation mechanisms as they go about integrating in the French context. We identify three socio-professional trajectories: ‘adjusting’, ‘enhancing’, and ‘detaching’. This study contributes, firstly, to research on refugees’ socio-professional adjustment and vocational adaptation, and secondly, to the literature on identity work. It does so by offering novel insights into the processes of repairing, reorienting, and reconstructing cultural and professional identities in the context of refugees’ relocation to host countries, in this case, France.
{"title":"Socio-Professional Trajectories of Refugees in France: An Identity Work Perspective","authors":"Shiva Taghavi, Hédia Zannad, Emmanouela Mandalaki","doi":"10.37725/mgmt.2024.7753","DOIUrl":"https://doi.org/10.37725/mgmt.2024.7753","url":null,"abstract":"This qualitative study investigates refugees’ socio-professional trajectories in France. Our findings suggest that refugees follow different socio-professional paths shaped by identity work and acculturation mechanisms as they go about integrating in the French context. We identify three socio-professional trajectories: ‘adjusting’, ‘enhancing’, and ‘detaching’. This study contributes, firstly, to research on refugees’ socio-professional adjustment and vocational adaptation, and secondly, to the literature on identity work. It does so by offering novel insights into the processes of repairing, reorienting, and reconstructing cultural and professional identities in the context of refugees’ relocation to host countries, in this case, France.","PeriodicalId":155066,"journal":{"name":"M@n@gement","volume":"11 10","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140239403","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
For the past 30 years, the issue-selling movement has uncovered the vast repertoire of actions by which ‘sellers’ persuade a decision-maker that an issue is strategic. While these works have a rational and teleological conception of this phenomenon, implying that the strategic scope of the issue is given ex ante, other research in strategy shows that such scope is a social and discursive construction based on interactions between various actors. This article proposes a model of issue selling as an emergent narrative process. Based on a qualitative survey of 42 middle managers, using semistructured interviews, we show this process starts with a phase of incremental elaboration, in which the seller informally shares narrative fragments with a network of actors, followed by a phase of interpretation, in which the seller formally presents his or her narrative to a decision-maker, coherently articulating previously collected narrative fragments. We also show that the passage between these two phases is allowed by what we call the ‘strategic construction’ of the narrative. These results help to show that issue selling is a less solitary and rational process than previous work suggests.
{"title":"The Construction of A Strategic Issue: Issue Selling as A Narrative Process","authors":"Romain Vacquier, Lionel Garreau, Stéphanie Dameron","doi":"10.37725/mgmt.2024.5778","DOIUrl":"https://doi.org/10.37725/mgmt.2024.5778","url":null,"abstract":"For the past 30 years, the issue-selling movement has uncovered the vast repertoire of actions by which ‘sellers’ persuade a decision-maker that an issue is strategic. While these works have a rational and teleological conception of this phenomenon, implying that the strategic scope of the issue is given ex ante, other research in strategy shows that such scope is a social and discursive construction based on interactions between various actors. This article proposes a model of issue selling as an emergent narrative process. Based on a qualitative survey of 42 middle managers, using semistructured interviews, we show this process starts with a phase of incremental elaboration, in which the seller informally shares narrative fragments with a network of actors, followed by a phase of interpretation, in which the seller formally presents his or her narrative to a decision-maker, coherently articulating previously collected narrative fragments. We also show that the passage between these two phases is allowed by what we call the ‘strategic construction’ of the narrative. These results help to show that issue selling is a less solitary and rational process than previous work suggests.","PeriodicalId":155066,"journal":{"name":"M@n@gement","volume":"8 4","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140239367","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Diego Zunino, Francesco Castellaneta, Ludovic Dibiaggio
The advent of digitization has promised learning paradigms based on digital communication and virtual reality at the expense of physical presence. During the COVID-19 health emergency, the tension between digital distance and physical presence evolved from competing alternatives to a more nuanced coexistence. Several organizations resorted to hybrid arrangements; hybrid teaching is a notable example. In this paper, we draw from the theory of planned behavior to theorize the effect of physical presence on learning outcomes in the context of hybrid teaching. We differentiate between individual and team learning outcomes. We predict that physical presence induces competition and has a negative effect on individual learning outcomes. For team learning outcomes, we predict that physical presence induces cooperation and has a positive impact. We exploit two natural experiments in a French business school during the fall semester of 2020. The school’s administration allocated students to subgroups randomly for fairness reasons. This context offered a natural within-subjects experiment, where every student was randomly assigned to either in-person or online lectures. Students had up to 4.9% lower likelihood of correctly answering exam questions for lectures they followed in person rather than online. However, in group-work assignments, teams with one more student following in person tended to see a 3.6% increase in their team evaluation. Digital distance, therefore, constitutes a barrier to learning in a hybrid setting only when tasks are evaluated on a team basis.
{"title":"Tension between Digital Distance and Physical Presence in Hybrid Teaching: Evidence from Two Natural Experiments During the COVID-19 Pandemic in a French Business School","authors":"Diego Zunino, Francesco Castellaneta, Ludovic Dibiaggio","doi":"10.37725/mgmt.2023.8661","DOIUrl":"https://doi.org/10.37725/mgmt.2023.8661","url":null,"abstract":"The advent of digitization has promised learning paradigms based on digital communication and virtual reality at the expense of physical presence. During the COVID-19 health emergency, the tension between digital distance and physical presence evolved from competing alternatives to a more nuanced coexistence. Several organizations resorted to hybrid arrangements; hybrid teaching is a notable example. In this paper, we draw from the theory of planned behavior to theorize the effect of physical presence on learning outcomes in the context of hybrid teaching. We differentiate between individual and team learning outcomes. We predict that physical presence induces competition and has a negative effect on individual learning outcomes. For team learning outcomes, we predict that physical presence induces cooperation and has a positive impact. We exploit two natural experiments in a French business school during the fall semester of 2020. The school’s administration allocated students to subgroups randomly for fairness reasons. This context offered a natural within-subjects experiment, where every student was randomly assigned to either in-person or online lectures. Students had up to 4.9% lower likelihood of correctly answering exam questions for lectures they followed in person rather than online. However, in group-work assignments, teams with one more student following in person tended to see a 3.6% increase in their team evaluation. Digital distance, therefore, constitutes a barrier to learning in a hybrid setting only when tasks are evaluated on a team basis.","PeriodicalId":155066,"journal":{"name":"M@n@gement","volume":"97 2","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140237927","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-03-15DOI: 10.37725/10.37725/mgmt.2024.9274
Christian Le Gousse, Isabelle Bouty
The purpose of this study is to explore the strategies deployed by managers in organisations to legitimate their intuitions. Managerial practice is a continual process of emergence and integration of problems and projects, and by which managers navigate a complex world. To do so, they rely partly on their intuitions, whose effectiveness has largely been demonstrated in the literature. However, the rational model is still considered the optimal cognition and decision-making process in organisations. The persistence of the myth of rationality compels managers to deploy strategies to legitimate their intuitions. But these strategies are poorly understood. The aim of this study therefore was to describe them. For this purpose, we collected 191 accounts of episodes where managers legitimated their intuitions. Our analysis of these accounts revealed seven intuition legitimation strategies. Some of these strategies had not previously been identified in the institutional literature (personalisation, transparency, exploration and compound strategy). For others which had already been partly described (rationalisation, manipulation and relational strategy), we show that managers deploy new modes. These results contribute to the knowledge of legitimation strategies from a conceptual point of view. They also shed some light on the mistrust of intuition that still prevails in organisations, despite its importance.
{"title":"When to Talk and When to Keep It to yourself? Strategies for Legitimating Managerial Intuitions in An Organisational Context","authors":"Christian Le Gousse, Isabelle Bouty","doi":"10.37725/10.37725/mgmt.2024.9274","DOIUrl":"https://doi.org/10.37725/10.37725/mgmt.2024.9274","url":null,"abstract":"The purpose of this study is to explore the strategies deployed by managers in organisations to legitimate their intuitions. Managerial practice is a continual process of emergence and integration of problems and projects, and by which managers navigate a complex world. To do so, they rely partly on their intuitions, whose effectiveness has largely been demonstrated in the literature. However, the rational model is still considered the optimal cognition and decision-making process in organisations. The persistence of the myth of rationality compels managers to deploy strategies to legitimate their intuitions. But these strategies are poorly understood. The aim of this study therefore was to describe them. For this purpose, we collected 191 accounts of episodes where managers legitimated their intuitions. Our analysis of these accounts revealed seven intuition legitimation strategies. Some of these strategies had not previously been identified in the institutional literature (personalisation, transparency, exploration and compound strategy). For others which had already been partly described (rationalisation, manipulation and relational strategy), we show that managers deploy new modes. These results contribute to the knowledge of legitimation strategies from a conceptual point of view. They also shed some light on the mistrust of intuition that still prevails in organisations, despite its importance.","PeriodicalId":155066,"journal":{"name":"M@n@gement","volume":"4 5","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140238815","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
How much stupidity do organisations need to function effectively? The paradox coined by management researchers Spicer and Alvesson may seem baffling. According to these authors, organisations require a certain amount of uncritical obedience to function properly. The idea of ‘functional stupidity’ put forward by the authors to account for this phenomenon is no less ambiguous. In addition to overlooking the ethical implications of such a notion, it fails to provide a coherent explanation of its causes in organisations. Our proposal is based on the psychodynamics of work, founded by Christophe Dejours. We focus primarily on the subjective experience of work, which involves the worker’s body, and the way in which a whole theory of moral sense at work emerges from this experience. Adopting the form of an essay, we will support our argument with illustrative vignettes: stupidity will be interpreted here as the exact opposite of what the psychodynamics of work considers to be subjective intelligence at work, that is, ordinary sublimation. In so doing, we propose to extend the scope of the notion of organisational stupidity by adding a phenomenological, clinical and ethical dimension. We conclude by suggesting future avenues for research, through a ‘re-eroticisation’ of work.
{"title":"How Much Stupidity Do Organisations Need? A Psychodynamic Perspective on Functional Stupidity","authors":"Gabriel Lomellini","doi":"10.37725/mgmt.2024.9377","DOIUrl":"https://doi.org/10.37725/mgmt.2024.9377","url":null,"abstract":"How much stupidity do organisations need to function effectively? The paradox coined by management researchers Spicer and Alvesson may seem baffling. According to these authors, organisations require a certain amount of uncritical obedience to function properly. The idea of ‘functional stupidity’ put forward by the authors to account for this phenomenon is no less ambiguous. In addition to overlooking the ethical implications of such a notion, it fails to provide a coherent explanation of its causes in organisations. Our proposal is based on the psychodynamics of work, founded by Christophe Dejours. We focus primarily on the subjective experience of work, which involves the worker’s body, and the way in which a whole theory of moral sense at work emerges from this experience. Adopting the form of an essay, we will support our argument with illustrative vignettes: stupidity will be interpreted here as the exact opposite of what the psychodynamics of work considers to be subjective intelligence at work, that is, ordinary sublimation. In so doing, we propose to extend the scope of the notion of organisational stupidity by adding a phenomenological, clinical and ethical dimension. We conclude by suggesting future avenues for research, through a ‘re-eroticisation’ of work.","PeriodicalId":155066,"journal":{"name":"M@n@gement","volume":"86 2","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140238459","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Organisational absurdity is an emerging field of study in management sciences. Often described in conceptual terms in the existing literature as a loss of meaning arising from the collapsing frontiers of rationality, there have been few attempts to engage empirically with this absurdity, particularly from the perspective of new recruits joining organisations, and more specifically those who have recently completed their studies. Our research seeks to explore the ways in which young graduates respond to organisational absurdity and its consequences. To do this, we use an original empirical approach, which has been recognised elsewhere as a pertinent means of tackling absurdity, namely, fictional analysis. We thus propose an analogy between today’s young graduates and the young Romantics of the 19th century, invoking a number of literary references for heuristic ends, in order to gain a better understanding of the phenomenon in question. Now as in centuries past, upon coming face-to-face with absurdity, a considerable number of young people respond by retreating from their professional responsibilities. This state of affairs is illustrated by a series of 35 interviews, revealing a profound sense of disenchantment, which, in many cases, can lead young professionals to turn inwards and withdraw from their professional environments. In the face of this distress, our research invites organisations to rethink the way they manage young graduates.
{"title":"Mal du Siècle. From the Disenchanted Youth of the Romantic Age to the Disillusionment of Today’s Young Graduates","authors":"Thomas Simon, Marion Cina, Xavier Philippe","doi":"10.37725/mgmt.2024.8277","DOIUrl":"https://doi.org/10.37725/mgmt.2024.8277","url":null,"abstract":"Organisational absurdity is an emerging field of study in management sciences. Often described in conceptual terms in the existing literature as a loss of meaning arising from the collapsing frontiers of rationality, there have been few attempts to engage empirically with this absurdity, particularly from the perspective of new recruits joining organisations, and more specifically those who have recently completed their studies. Our research seeks to explore the ways in which young graduates respond to organisational absurdity and its consequences. To do this, we use an original empirical approach, which has been recognised elsewhere as a pertinent means of tackling absurdity, namely, fictional analysis. We thus propose an analogy between today’s young graduates and the young Romantics of the 19th century, invoking a number of literary references for heuristic ends, in order to gain a better understanding of the phenomenon in question. Now as in centuries past, upon coming face-to-face with absurdity, a considerable number of young people respond by retreating from their professional responsibilities. This state of affairs is illustrated by a series of 35 interviews, revealing a profound sense of disenchantment, which, in many cases, can lead young professionals to turn inwards and withdraw from their professional environments. In the face of this distress, our research invites organisations to rethink the way they manage young graduates.","PeriodicalId":155066,"journal":{"name":"M@n@gement","volume":"27 21","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-01-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139597135","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Research into meta-organizations – or organizations whose members are organizations – does not explain the observation that members may decouple themselves from ‘parent’ organizations and form ‘child’ organizations that pursue more targeted objectives. Addressing this gap, we study two interlinked meta-organizations – the first created to tackle broad sustainability issues, and the second as a ‘spin off ’ to confront the grand challenge of sustainable urban mobility. Mobilizing insights from organizational imprinting, we identify conditions under which members break away from their parent and elucidate how the child organization inherits organizational features from its predecessor while acquiring new ones during the spin-off process. We contribute to meta-organization scholarship by stretching understandings of their post-creation dynamics. We build on organizational imprinting literature by indicating how imprinting processes play out in unconventional organizational forms previously overlooked. Our findings encourage policymakers and practitioners to reflect on how to promote and manage meta-organizations more effectively to address complex social issues.
{"title":"Continuity and Change in Spin-off Meta-organizations: An Imprinting Perspective","authors":"Philippe Coulombel, Andrew Barron","doi":"10.37725/mgmt.2024.8888","DOIUrl":"https://doi.org/10.37725/mgmt.2024.8888","url":null,"abstract":"Research into meta-organizations – or organizations whose members are organizations – does not explain the observation that members may decouple themselves from ‘parent’ organizations and form ‘child’ organizations that pursue more targeted objectives. Addressing this gap, we study two interlinked meta-organizations – the first created to tackle broad sustainability issues, and the second as a ‘spin off ’ to confront the grand challenge of sustainable urban mobility. Mobilizing insights from organizational imprinting, we identify conditions under which members break away from their parent and elucidate how the child organization inherits organizational features from its predecessor while acquiring new ones during the spin-off process. We contribute to meta-organization scholarship by stretching understandings of their post-creation dynamics. We build on organizational imprinting literature by indicating how imprinting processes play out in unconventional organizational forms previously overlooked. Our findings encourage policymakers and practitioners to reflect on how to promote and manage meta-organizations more effectively to address complex social issues.","PeriodicalId":155066,"journal":{"name":"M@n@gement","volume":"83 3","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-01-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139596803","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Extant research shows that deviance as a departure from established norms is influential to innovation and change. However, challenging the embedded assumptions and practices renders deviance subject to heavy stigmatization, compelling the identification of deviance to ensure that deviance can be balanced or controlled for the good of the organization. Yet, this focus often ignores the dynamics between the deviants and their audiences, which also impacts the spread of deviance, since deviance is best understood through actions as well as responses. Because deviance is likely to provoke deep introspection, identification with deviance is an essential, yet underexplored aspect of its spread. This article takes a micro-historical approach to analyze Dogme95, a highly controversial filmmaking movement, where identification with deviance influenced its spread. It elucidates symbolic disruption, straddling identification, and limiting the duration as three stages through which deviance can spread in and around organizations through identification. The article thus contributes to the extant literature by reconciling some theoretical contradictions regarding the spread of deviance despite its negative connotations and provides a novel perspective on the deviance-identification nexus.
{"title":"‘We’re All Sinners Here’: A Microhistorical Exploration of the Deviance-Identification Nexus","authors":"Yasaman Sadeghi","doi":"10.37725/mgmt.2024.8066","DOIUrl":"https://doi.org/10.37725/mgmt.2024.8066","url":null,"abstract":"Extant research shows that deviance as a departure from established norms is influential to innovation and change. However, challenging the embedded assumptions and practices renders deviance subject to heavy stigmatization, compelling the identification of deviance to ensure that deviance can be balanced or controlled for the good of the organization. Yet, this focus often ignores the dynamics between the deviants and their audiences, which also impacts the spread of deviance, since deviance is best understood through actions as well as responses. Because deviance is likely to provoke deep introspection, identification with deviance is an essential, yet underexplored aspect of its spread. This article takes a micro-historical approach to analyze Dogme95, a highly controversial filmmaking movement, where identification with deviance influenced its spread. It elucidates symbolic disruption, straddling identification, and limiting the duration as three stages through which deviance can spread in and around organizations through identification. The article thus contributes to the extant literature by reconciling some theoretical contradictions regarding the spread of deviance despite its negative connotations and provides a novel perspective on the deviance-identification nexus.","PeriodicalId":155066,"journal":{"name":"M@n@gement","volume":"98 18","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-01-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139606078","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The concept of a ‘feminine managerial behavior’, which implies that women in managerial positions behave differently to men in similar positions by exhibiting a more supportive management style, is both widespread and controversial. To gain new insight into the debate, this study looks at the role national gender ideology plays in structuring the relationship between sex and perceived managerial support. Based on a representative sample of 22,391 employees from 26 European countries, our findings reveal that, on average, perceived managerial support is higher when supervisors are women. However, if we control for the moderating role of national gender ideology, this difference disappears. Therefore, this article contributes to the nature/nurture debate by showing that gender differences in perceived managerial support stem primarily from persistent gender stereotypes.
{"title":"Questioning ‘Feminine Managerial Behavior’ – A European Study Considering Gender Ideology","authors":"Clotilde Coron","doi":"10.37725/mgmt.2024.8864","DOIUrl":"https://doi.org/10.37725/mgmt.2024.8864","url":null,"abstract":"The concept of a ‘feminine managerial behavior’, which implies that women in managerial positions behave differently to men in similar positions by exhibiting a more supportive management style, is both widespread and controversial. To gain new insight into the debate, this study looks at the role national gender ideology plays in structuring the relationship between sex and perceived managerial support. Based on a representative sample of 22,391 employees from 26 European countries, our findings reveal that, on average, perceived managerial support is higher when supervisors are women. However, if we control for the moderating role of national gender ideology, this difference disappears. Therefore, this article contributes to the nature/nurture debate by showing that gender differences in perceived managerial support stem primarily from persistent gender stereotypes.","PeriodicalId":155066,"journal":{"name":"M@n@gement","volume":"5 9","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-01-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139607462","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper addresses the critique regarding the apolitical nature of institutionalist theorizing by developing the concept of virtuous institutions. I start from the observation that current public discourses are often characterized by a destructive pitting of ‘my values’ against ‘your values’. Values, in this usage, represent personal emotion-laden beliefs that are ultimately incompatible. In addition to fueling destructive public discourses, incompatible values (a feature that is central to institutional value theorizing) make system integration (a feature that is also central to institutional theorizing) very difficult. I therefore propose to reconceptualize values as virtues. Drawing on the communitarian ethics of Alasdair MacIntyre and the concept of institutional valuation of Roger Friedland, I suggest a reconceptualization of institutional values that introduces the notion of a common good, understands institutional practices as co-constitutive with such a good, and abolishes the assumption that values are fundamentally irrational and beyond reasoning.
{"title":"Institutions and the Common Good. Reconceptualizing Institutional Values as Virtues","authors":"Elke Weik","doi":"10.37725/mgmt.2024.8781","DOIUrl":"https://doi.org/10.37725/mgmt.2024.8781","url":null,"abstract":"This paper addresses the critique regarding the apolitical nature of institutionalist theorizing by developing the concept of virtuous institutions. I start from the observation that current public discourses are often characterized by a destructive pitting of ‘my values’ against ‘your values’. Values, in this usage, represent personal emotion-laden beliefs that are ultimately incompatible. In addition to fueling destructive public discourses, incompatible values (a feature that is central to institutional value theorizing) make system integration (a feature that is also central to institutional theorizing) very difficult. I therefore propose to reconceptualize values as virtues. Drawing on the communitarian ethics of Alasdair MacIntyre and the concept of institutional valuation of Roger Friedland, I suggest a reconceptualization of institutional values that introduces the notion of a common good, understands institutional practices as co-constitutive with such a good, and abolishes the assumption that values are fundamentally irrational and beyond reasoning.","PeriodicalId":155066,"journal":{"name":"M@n@gement","volume":"78 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-01-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139613022","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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