Philosophy of Management最新文献

This article features a comprehensive interview with Vincent Blok, renowned author of “The Critique of Management: Towards a Philosophy and Ethics of Business Management”, published in 2022. The interview is structured around four core themes: (1) Philosophical Context, (2) Methodology, (3) Theory and Application, and (4) Future of Management. Firstly, we explore the contextual significance and urgency for a philosophical investigation on the essence of management. Secondly, we delve into Blok’s distinctive philosophical method. Thirdly, we examine the theoretical foundations and practical applications of his work. Finally, we engage in a broader discussion on how Blok’s insights resonate with the future landscape of management, addressing topics ranging from business education to the rise of artificial intelligence.

The article introduces a new perspective on the impact of globalization on identity formation, which marks a shift from traditional understandings of fixed territorial (cultural) identities. It uses Deleuze and Guattari’s theoretical terms of Deterritorialization and Reterritorialization and establishes these as the essence of Globalization Scholte (Globalization: A Critical Introduction, Palgrave Macmillan, New York, 2005), rejecting the pessimism and fear of cultural imperialism as a by-product of globalization or a fear of standardization in multicultural work environments. It presents globalization as a positive force creating new assemblages and a renewed understanding of ourselves in the contemporary society. The approach contributes to leadership and management literature, specifically in International Business and cross-cultural communication contexts, by presenting a new lens through which leaders and decision makers can view the subtle shifts brought about by the dissemination of global modernity and its impact on identity formation, allowing them to better lead a culturally diverse work force.

Abstract

In the past decade, the concept of recognition appears to have acquired an important theoretical position in the work and organization literature. While in principle recognition denotes a positive and social form of freedom, in current-day organizations recognition may be often negative or instrumental. In order to capture this ambivalence in organizational recognitive conditions, the recent work of the American philosopher Judith Butler appears particularly applicable. The purpose of this paper is to explore theoretically to what extent her views on recognition shed new light on the variety of recognition patterns in current-day organizations. Towards that purpose, this paper first turns to the ‘master-slave’ episode in the work of Hegel and its influential interpretation by Kojève, which are at the heart of Butler’s reading and conception of recognition. As a second step, the ambivalent conception of recognition in the work of Butler is discussed and critically assessed, while in the final section this conception is extended to work and organizations.

Abstract

In the literature on the Moral Limits of the Markets, Kant’s moral philosophy is often employed to assess the amoral or immoral nature of the commercial sphere. Markets and morality are antipodes since the instrumentality of market transactions excludes or undermines moral values. The kingdom of ends, where everything has either a price or a dignity, closes the door to market logic. The present paper challenges this view, which is also endorsed by business ethics authors advocating for Moral Purism. I will show that Kant imagined a market within the Kingdom of Ends where everyone pursues their own aims while assisting others in pursuing theirs. This model, built on the universalization of the maxim of mutual assistance and the duty of honoring the spirit of mutually beneficial contracts, can be employed to judge the morality of real (empirical) market transactions.

This paper presents an ontological perspective that enables evaluating the effectiveness of business models from an integrative worldview. Different groups’ fragmented and reductionist views on this topic create a dichotomy that makes it difficult to compare and analyze them in practice. Such groups use different values for some components, which may result in neglecting others and their interrelationship. This study discusses a functional characteristic of business models that academia still needs to address. It explores new frontiers in the field, such as business models for networks, sustainability, and their practical evaluation. To achieve an integrative ontology and avoid focusing on specific constructs or systems at the expense of others, we draw upon the theory of worldviews from Wilhelm Dilthey, reformational philosophy, and Herman Dooyeweerd’s theory of modal aspects. Society should move beyond dualistic thinking and embrace practical and applicable solutions. To help companies develop effective models, we introduce a new business model framework based on an integrative worldview that enables comparisons and evaluations of companies in practice. Creating competitive advantages and value appropriations synergizes with essential aspects of reformational philosophy. Analyzing and interrelating such elements are fundamental to understanding the real applied value of business models.

The central focus of this essay is Isaiah Berlin’s arguments about the concepts of negative freedom and positive freedom, developed in his philosophical work Two Concepts of Liberty. By adopting a philosophical standpoint, this essay explores the application of Berlin’s notions of freedom at the organizational level, within the workplace, and in the management field. This essay presents three philosophical arguments that provide some clarifications about the potential challenges associated with autonomy in organizations. These arguments incorporate Berlin’s ideas of freedom with philosophical insights from Heidegger, Sartre, Frankfurt, and Confucius to highlight the missing elements of autonomy in management literature and its implementation in organizations, explaining the challenges of autonomy and the reasons for some unexpected results. Recommendations for future studies and managerial implications are discussed.

In their pursuit of addressing social and environmental challenges, social entrepreneurs should be social transformers emancipating stakeholders. Rosa’s critical theorizing in philosophy and sociology points the ways to expanding the conventional conception of social entrepreneurship to include long-term social transformation. Modifying Rosa, social entrepreneurship is not anti-capitalist but reforms capitalism. The key relevant concepts in Rosa are resonance, alienation, ambivalence, vulnerability, dynamic stabilization through the triple A of appropriation, acceleration, and activation, and emancipatory interest. We consider social entrepreneurs as resonant actors, they satisfy threefold resonance preconditions: cognitive, material, and social. As a matter of fact, they are rejecting alienation through their effort to provide others with a high(er) social value. Rosa’s theoretical framework is a new and inspiring phenomenological and critical lens that is worth studying in relationship to a social entrepreneurship point of view because social entrepreneurs are facing huge challenges and multiple paradoxes that Rosa’s thinking enables their better understanding. An essential precondition of the resonance of social entrepreneurs is their vulnerability, which is strengthened by the escalatory logic of acceleration of the world fostering ambivalence. Entering in resonance with the world is a cause and a consequence of vulnerability. Only a vulnerable social entrepreneur can experience resonant actions as a prerequisite to reach the “good life”. Our findings underline the necessity to reconcile Rosa’s theoretical analysis with the effectual logic of social entrepreneurship in which it is necessary for social entrepreneurs to resonate with all stakeholders to gain legitimacy and be able to identify the sources of their true “emancipatory interest” in long-term social transformation.