Philosophy of Management最新文献

In essence firms or companies are usually thought to exist to make products for or provide services of some sort to third parties, other companies or individuals. The philosophical question which naturally arises then is 'to the benefit of whom should a firm's activities be aimed?' Possible answers include the owners of the firm, the firm's employees or wider society, the firm's local community or their host nation. It is because of firms' location within a wider society that the issue of corporate social responsibility arises. The issue is do they contribute in a positive way to the fabric of society. In this paper we conduct an exploratory investigation whose research questions, broadly, are whether there is public evidence of corporate social responsibility activity by firms listed in the UK and to what extent, if any, such activities may amount to genuinely socially responsible management by the firms. We examined the most up to date annual reports of a split sample of 36 firms listed in the FTSE 350. The short answers to the two research questions above are: to some degree and no by some margin, based on data from the sample firms.

This article examines the nature of individual goods, public goods, and the common good in the context of the Coronavirus Disease 2019 (COVID). 'Common' in 'common good' is what applies to all persons without exception, and 'good' is what contributes to human flourishing. The common good is regarded as the communion of persons in good living. Addressing the relationship between the economy and society, it is proposed that the marketplace subsists within society. Acknowledging that we are deeply connected, the article employs the philosophies of MacIntyre, Maritain and Sandel to highlight the importance of reciprocity, relationships, and generosity as characteristics of the common good. Two narratives in the public discourse are observed in these COVID days - one characterised by fear and selfishness, the other by hope and generosity. The author recognises that this pandemic can be conceived as a 'wicked' problem in a 'volatile, uncertain, complex, and ambiguous' world, and implications for leaders and citizens in managing COVID are suggested.

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.

Corporate governance sits at the intersection of many disciplines, among them law, business, management, finance, and accounting. The point of departure for large portions of this literature concerns the ugliness of greed, ambition, misdemeanors, and malfeasance of corporations, their directors, and those actors who hold shares in them. This essay takes a rather different starting point. Drawing upon insights from a distant field, it uses the discussion of aesthetics in Dewey's treatise on art to ask what motivates directors to act in ways that constitute the attention and engagement that we associate with the effectiveness of boards. Using Dewey's thinking about aesthetic experience, this paper examines the experience of organization boards, both in the literature and in the personal experience of the author. These observations point to need to reflect on motivation when considering both the practice of corporate governance and the policy frameworks in which it operates.

EM Forster's short story "The Machine Stops" from 1909 is widely reread and discussed again for some ten years as it portrays a science-fiction world resting on similar technological advancements as today in the digital era. Also management literature reviewed the short story with regard to centralized decision making, rationality and totalitarianism. I argue instead, that the main theme of the short story is - in Forster's own words - the closing of a civilization in times of transition and facing major challenges. I built the argument by original quotes from Forster and by portraying the years 1906-9, when Forster developed the short story. This era before the Great War starting in 1914 was characterized by euphoric 'futurism' based on groundbreaking innovations like 'long distance messaging', 'penny post', 'animated films', Ford's assembly line, 'Olivetti typewriter', 'feature film', 'large ships' and 'air transportation' - the ingredients of the short story as I argue. At the same time these acquitted years were characterized by increasing disintegration, instability, rebellions and a financial crisis with bailout programs. Based on the analogy and as part of speculative philosophy I reconstruct the current great challenges with Forster' shadow of fatalism and arrive at the urgency to put more effort in addressing and researching pathways out of the crisis and towards stabilization of business and society.