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Love, with its various forms, is depicted as a dynamic force propelling creativity, care, innovation, progress, and overall well-being. Our analysis delves into the significance of love in business management. The challenge lies in bridging the gap between personal and professional selves, fostering the translation of love from personal to workplace settings, and transforming self-interest into a moral emotion that extends beyond oneself. Based on these premises, we aim to operationalize the concept of love, framing its importance in the organizational context and trying to understand the factors that enhance or detract from its complete application. We highlight various definitions that have been offered in the literature, with a focus on ethics. We then seek to provide an overview of love in the context of organizing, highlighting varying conceptions of love. Finally, we assess the impacts of these conceptions of love on the study and practice of leadership and management. Developing an organizational culture of inclusiveness may enhance the ethic of love. A culture can outlast the individuals who reify it, thus leading to a virtuous cycle capable of self-perpetuation, encouraging close identification with that created value system. We seek to demonstrate that a relational collective environment can foster love at an organizational level and that its various forms can drive human flourishing. [ABSTRACT FROM AUTHOR]

This paper explains how the virtue of managers and organizations can be promoted with corporate constitutions that distribute power with polycentric governance as described by Ostrom. It allows paradoxical humanistic behavior described as "tensegrity" to emerge. DNA generates behavioral variety, like approach ~ avoidance, suspicious ~ trusting, cooperative ~ competitiveness, and so on to drive adaption and survival. This can likewise become embedded in organizations with corporate charters that introduce bottom-up stakeholder polycentric governance. The introduction of dynamic humanistic behavior means that the static dominant models reviewed by Meckling & Jensen lose their relevancy. We identify how a self-funding tax incentive for shareholders could introduce both polycentric governances with systemic re-birthing of enterprises over the life of a patent. This neglected process to distribute corporate ownership and control to bioregional citizens creates a process to form circular self-governing economies. A universal well-being dividend income becomes established to sustain all citizens with fewer taxes and government. This provides a way for simplifying on a bottom-up basis the complexity of managing both operating and existential risks to humanity locally and globally. UN SDGs are promoted. Democracy is enriched to self-determine population levels for the eternal well-being of people and the planet. [ABSTRACT FROM AUTHOR]

Putting the Worker front and center is fundamentally an invitation to rewrite the essence of management as a professional and scholarly practice. It is also an invitation to ask more fundamental questions about the human condition, the meaning and purpose of work, working and what the workplace represents that marks the contribution of the workforce not only in getting things done, but through collective action that serves the common good. These are not new questions, and the Human Resource Management field has been calling for shifting the focus away from treating workers as a resource and putting back the emphasis on the human and do so by reinventing management itself such that it can support the development of humanity. These calls return to the essence of management as Drucker originally conceived The Practice of Management as intimately connected to a new version of man -- the Industrial Man -- putting an end to earlier versions of the Economic Man. This is a critical juncture to also embrace 'human flourishing' more fully, mindful that it is anticipated to mark the makings of the 5th Industrial Revolution soon to be officially announced by the World Economic Forum in Davos, 2023. The symposium brings together a unique set of voices beyond the management field for a truly inclusive and interdisciplinary conversation which will also create room for outlining collective actions towards framing a new Management Manifesto as a key outcome of the event. [ABSTRACT FROM AUTHOR]

We argue that when you put the worker front and center you honor the dignity of work and that of the worker. By dignity we refer to the intrinsic value of people as invaluable, i.e. priceless. In this symposium several leading scholars and practitioners will explore the concept of dignity as the "highest common denominator" and how it can inform leadership practices that put the human being front and center. Michael Pirson will set the conversation in the context of humanistic organizing practices. Donna Hicks, a leading dignity expert will share the conceptual background and why dignity is such a critical element for good leadership. Bob Chapman, CEO of a Multi-Billion Dollar manufacturing business will share his practical experience putting workers front and center and share insights on how this contributed to a better, more performing organization where "everybody matters." Raj Sisodia, his co-author of a book with the same title will reflect from a scholarly perspective and Sandra Waddock will share ideas on how we can align the needs of workers with that of the environment to address the polycrisis successfully. [ABSTRACT FROM AUTHOR]

Both the Covid-19 crisis and the emergence of innovative business models offer a powerful signal that the foundational assumptions of capitalism are increasingly in doubt. Business schools, however, appear to be followers rather than leaders in this historical moment of social change. While citizens, consumers and businesses are experimenting with new models of capitalism premised on balancing profits with social purpose and the private, public, and plural sectors (Mintzberg, 2015; Sachs, 1999; Sachs et al. 2021), business schools have been slow to change and appear to be struggling with their identity and purpose. But, What might be the foundational values of a post-pandemic market system? What might be the purpose of business organizations in a post-pandemic scenario? What would a post-pandemic business school look like? The aim of this Symposium is to explore the answer to these questions and their practical application in a conversation with three former Editors of the Academy of Management journals (Suddaby, Phan, Hollensbe) and two thought thinkers and innovators of management (Mintzberg), capitalism and sustainable development (Sachs, pre-recorded interview). [ABSTRACT FROM AUTHOR]