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This book highlights the relevance of the grand traditions of the humanities as an untapped resource for business-world problems. In a time where the humanities are viewed as in decline or in threat of collapse altogether, this book enacts and extends the best of the humanities toward prevailing challenges within the complex realities of our current cultural moment. The book presents how the humanities can contribute to humanizing business and management. It explores and discusses various ways to integrate the views and approaches of the humanities in business and management research, practice, and education responding to the unprecedented challenges of the Anthropocene. The relations between humanities and social sciences is also discussed, as models and theories of business and management are based on insights of social sciences. The book is an outcome of the “Humanities for Business” project of Princeton University Faith and Work Initiative, the European SPES Institute, Leuven, and the Business Ethics Center of Corvinus University of Budapest. It is of great value to researchers, students, policy makers and research institutions interested in using humanities for renewing and humanizing business and management.

Culture studies in international business are passing through difficult times of scrutiny and critique. This is due to the fact that the paradigms, approaches, and methods used so far to study culture have been limited in their scope. For several decades now, approaches that consider national cultures and geo-ethnic origins of interacting individuals have dominated management literature.This book distinguishes itself from other books on Culture in International Business (CIB) studies in two important ways. First, it illustrates how Mary Douglas's Cultural Theory framework (referred to commonly as DCF) can be used to explore different aspects of international business. This sets the stage for future scholars to consider DCF as an alternative tool of cultural sense-making as opposed to limiting themselves to categorical frameworks grounded in static notions of national and/or corporate culture. The second unique feature is that it focuses on the complexities of the applied side of culture (i.e., it takes a culture-in-practice perspective), while simultaneously emphasizing the dynamicity and diversity of culture. The book concludes by offering suggestions for the future of CIB studies. This domain, it predicts, may witness significant changes in the way culture is seen as influencing workplace relations. It also identifies other areas on which CIB scholars may need to focus attention in the future: culture in an increasingly digitalized world, culture and the organization as a system, and culture and the intelligent/knowledgeable organization.It will be of interest to researchers, academics, and students in the fields of cross-cultural management, international business, human resource management.

Débattre d'enjeux de société et de management, voilà l'objet de ce carnet alors que la pensée affairiste domine aujourd'hui, que le pouvoir de la technique infiltre tout l'imaginaire administratif et que demeure vivante la quête d'une forme de management qui ne serait pas le fruit d'une pure logique de domination. Ce carnet de management est divisé en trois parties. D'abord, quelques-uns des travers de la pensée administrative contemporaine sont abordés, dont l'accent sur l'éthique du ressenti, la bienveillance comme mode de direction et la survalorisation de la compétence au travail au détriment d'autres qualités humaines. Ensuite, certains des classiques de la philosophie et des sciences sociales du XVIIIe et du XIXe siècles témoignent de l'ancrage historique de la pensée administrative contemporaine. Sur la base d'une justification du commerce comme vecteur de douceur sociale et de richesse des sociétés, le management se donnait déjà des allures, comme le dirait Tocqueville, d'aristocratie des Temps présents. Enfin, en explorant les fictions littéraires, nous voyons les dérives du management en action, que ce soit dans le milieu industriel avec Dickens, dans le milieu financier avec Balzac ou dans celui des services avec Malot. Ce carnet, comme la collection à laquelle il appartient, tente de cerner le territoire cognitif du management et de se questionner sur la possibilité d'un management humaniste.

L'objectif général de cet ouvrage est de faire le point sur les avancées récentes des recherches que Jean-François Chanlat avait entamées il y a 30 ans et de rendre compte des principaux débats qui portent sur les dimensions oubliées de la gestion, d'en identifier de nouvelles, et ce, afin d'envisager un prolongement à ses réflexions pionnières.

Si la diversité est aujourd'hui un concept reconnu dans les études managériales, sa signification, ses objectifs, ses applications au travail et son interprétation restent soumis à une variation selon les univers sociaux concernés.

L'ensemble des textes sur la gestion de la diversité, réunis dans cet ouvrage, est le résultat d'une collaboration collective d'un groupe de chercheurs internationaux associés à la chaire Management, diversités et cohésion sociale de l'Université Paris-Dauphine. C'est un des deux premiers volumes que nous publions simultanément dans cette collection sur les questions de management et de diversité. Celui-ci met l'accent sur les contextes nationaux et le second porte sur des questions plus précises concernant la gestion des différences et l'avenir politique de ces questions. L'objectif de ce premier volume est non seulement d'améliorer la prise en compte du rôle que joue le contexte national dans la gestion de la diversité, mais aussi de montrer son pouvoir explicatif dans les différences de pratiques et les conséquences observées dans les pays concernés. En tant que chercheurs, soucieux de la cohésion sociale de nos sociétés, nous souhaitons que cet ouvrage contribue également à montrer comment on peut bâtir une solidarité par-delà les pays et les types de différences afin de promouvoir l'égalité et d'ouvrir ainsi sur des perspectives progressistes en matière de gestion et de diversité dans chacun des contextes étudiés.

Multitud de personas (sindicalistas, empresarios, trabajadores, autores varios,...) hablan y debaten sobre la organización del trabajo, pero no existe un acuerdo respecto al significado de tal expresión. Este libro pretende aportar luz al respecto, proponiendo, en primer lugar, una definición o marco de referencia que facilite el entendimiento. A partir de ahí, analiza aquellas fórmulas organizativas que han venido siendo utilizadas en los niveles inferiores de las organizaciones para estructurar los lugares de trabajo, con las que se han alcanzado altos grados de eficacia y eficiencia y que se han convertido en referencia necesaria para los estudiosos de las organizaciones, pero también para cualquier persona que deba tomar decisiones de tipo organizativo en aquéllas.

First published in 1997, this volume asks: when was ‘The Postmodern'in the History of Management Thought? Marta B. Calás and Linda Smircich have chosen this subtitle as entry point to the collection for several reasons. The first, and most evident, is that it prompts us to reflect on the inclusion of a volume on postmodern organization studies within a series of books on the history of management thought. What does such inclusion signal? Are we saying that we are past the postmodern in organization studies? That we have transcended modernity and, beyond, postmodernity?Similar to other social sciences, organization and management studies in the Anglo-American and European academy became impressed by the styles of ‘postmodernism'and their epistemological companions, ‘poststructuralisms', during the 1980s.For this collection we have selected twenty two journal articles, published between 1985 and 1996, that we consider emblematic of postmodern endeavours in management thought, as they further our understanding of how ‘truth'(of any paradigmatic persuasion), is fashioned through particular discourses and other signifying practices.Taken together, these articles address the following questions: What has the field accomplished through attempts at being postmodern? With what consequences? And, where does the field stand now, if it is still/already (going) after ‘the postmodern'? In our view ‘the postmodern'cannot transcend modern management thought; it is, rather, part of it. Nevertheless, the mere appearance of efforts towards making the field ‘postmodern'makes it important to account for them in the history of the field. Such is the narrative that we are trying to portray in this volume.

For hundreds of millions of years, ants and termites and vast underground fungal networks have worked together in huge cities, tens of millions strong, compounding their wealth from one generation to the next with no management whatsoever. With just four simple principles—Collective Intelligence, Distributed Leadership, Swarm Creativity, and Regenerative Value—Dr. Tamsin Woolley-Barker's groundbreaking new book, Teeming, shows how these diverse and independent individuals pool their experience to creat rich hotspots of abundance. Dr. Woolley-Barker is an evolutionary biologist and biomimicry pioneer whose work shows how business can mimic the techniques of superogranisms to create generating long-lasting value in an unpredictable world.

International Perspectives on Equality, Diversity and Inclusion examines the complex nature of equality, diversity and inclusion in the world of work through interdisciplinary, comparative and critical perspectives. Authors are encouraged to provide cross-national and multi-dimensional insights through comparative analysis and to bring insights from across the disciplines of social sciences and humanities. The series elicits critical scholarship through its focus on structures of inequality in relations of power in exploring issues of EDI at work.

Based on his work at some of the world's largest companies, including Ford, Adidas, and Chanel, Christian Madsbjerg's Sensemaking is a provocative stand against the tyranny of big data and scientism, and an urgent, overdue defense of human intelligence. Humans have become subservient to algorithms. Every day brings a new Moneyball fix--a math whiz who will crack open an industry with clean fact-based analysis rather than human intuition and experience. As a result, we have stopped thinking. Machines do it for us. Christian Madsbjerg argues that our fixation with data often masks stunning deficiencies, and the risks for humankind are enormous. Blind devotion to number crunching imperils our businesses, our educations, our governments, and our life savings. Too many companies have lost touch with the humanity of their customers, while marginalizing workers with liberal arts-based skills. Contrary to popular thinking, Madsbjerg shows how many of today's biggest success stories stem not from'quant'thinking but from deep, nuanced engagement with culture, language, and history. He calls his method sensemaking. In this landmark book, Madsbjerg lays out five principles for how business leaders, entrepreneurs, and individuals can use it to solve their thorniest problems. He profiles companies using sensemaking to connect with new customers, and takes readers inside the work process of sensemaking'connoisseurs'like investor George Soros, architect Bjarke Ingels, and others. Both practical and philosophical, Sensemaking is a powerful rejoinder to corporate groupthink and an indispensable resource for leaders and innovators who want to stand out from the pack.

International Perspectives on Equality, Diversity and Inclusion examines the complex nature of equality, diversity and inclusion in the world of work through interdisciplinary, comparative and critical perspectives. Authors are encouraged to provide cross-national and multi-dimensional insights through comparative analysis and to bring insights from across the disciplines of social sciences and humanities. The series elicits critical scholarship through its focus on structures of inequality in relations of power in exploring issues of EDI at work.

This book is about the past as well as the future in organisations in general and about an organisation's temporal contextualisation in particular. The author analyses, how organisations are able to construct a present with respect to their past and future. The study is based on an empirical case study, in which an R&D department has been followed for a six month-period in order to analyse how an organisation orients itself with respect to its past, present and future from the perspective of communication-centred social systems theory.

Management is a fragmented and interdisciplinary area of study, with a lot of academic branches. Willman argues this tree is narrower at its roots, and these roots lie primarily in social science. Key to the purpose of the book is to present management theory as applied social science. Developed out of a core management course at Master's level, this book introduces the field to students who may have little prior knowledge of management. Willman interprets'management'broadly to embrace the sub-disciplines of strategy, finance, accounting, marketing, organisational behaviour and operations management. The text aims to show how they arose and how they relate, thus engaging the reader in a little history. The book is integrative, in that it seeks to find common concerns in disparate literatures. It is also critical in that it seeks to comparatively evaluate contributions to the management field both in terms of theoretical contribution and practical impact. It is intended to be accessible to a range of readers, presenting technical materials in an informal way. Finally, it is introductory in that it assumes no previous knowledge of the academic management field.

Businesses need a new type of problem solving. Why? Because they are getting people wrong. Traditional problem-solving methods taught in business schools serve us well for some of the everyday challenges of business, but they tend to be ineffective with problems involving a high degree of uncertainty. Why? Because, more often than not, these tools are based on a flawed model of human behavior. And that flawed model is the invisible scaffolding that supports our surveys, our focus groups, our R&D, and much of our long-term strategic planning.In The Moment of Clarity, Christian Madsbjerg and Mikkel Rasmussen examine the business world's assumptions about human behavior and show how these assumptions can lead businesses off track. But the authors chart a way forward. Using theories and tools from the human sciences—anthropology, sociology, philosophy, and psychology—The Moment of Clarity introduces a practical framework called sensemaking. Sensemaking's nonlinear problem-solving approach gives executives a better way to understand business challenges involving shifts in human behavior.This new methodology, a fundamentally different way to think about strategy, is already taking off in Fortune 100 companies around the world. Through compelling case studies and their direct experience with LEGO, Samsung, Adidas, Coloplast, and Intel, Madsbjerg and Rasmussen will show you how to solve problems as diverse as setting company direction, driving growth, improving sales models, understanding the real culture of your organization, and finding your way in new markets. Over and over again, executives say the same thing after engaging in a process of sensemaking: “Now I see it...” This experience—the moment of clarity—has the potential to drive the entire strategic future of your company. Isn't it time you and your firm started getting people right?Learn more about the innovation and strategy work of ReD Associates at: redassociates.com

Businesses need a new type of problem solving. Why? Because they are getting people wrong. Traditional problem-solving methods taught in business schools serve us well for some of the everyday challenges of business, but they tend to be ineffective with problems involving a high degree of uncertainty. Why? Because, more often than not, these tools are based on a flawed model of human behavior. And that flawed model is the invisible scaffolding that supports our surveys, our focus groups, our R&D, and much of our long-term strategic planning.In The Moment of Clarity, Christian Madsbjerg and Mikkel Rasmussen examine the business world's assumptions about human behavior and show how these assumptions can lead businesses off track. But the authors chart a way forward. Using theories and tools from the human sciences—anthropology, sociology, philosophy, and psychology—The Moment of Clarity introduces a practical framework called sensemaking. Sensemaking's nonlinear problem-solving approach gives executives a better way to understand business challenges involving shifts in human behavior.This new methodology, a fundamentally different way to think about strategy, is already taking off in Fortune 100 companies around the world. Through compelling case studies and their direct experience with LEGO, Samsung, Adidas, Coloplast, and Intel, Madsbjerg and Rasmussen will show you how to solve problems as diverse as setting company direction, driving growth, improving sales models, understanding the real culture of your organization, and finding your way in new markets. Over and over again, executives say the same thing after engaging in a process of sensemaking: “Now I see it...” This experience—the moment of clarity—has the potential to drive the entire strategic future of your company. Isn't it time you and your firm started getting people right?Learn more about the innovation and strategy work of ReD Associates at: redassociates.com

Social ecology provides a holistic framework for change, based on the interrelationships between the personal, social, environmental and'spiritual'. It helps understand how we got here, and how to realise more sustainable, caring futures. Students from all disciplines can use this valuable resource to help to enrich their learning with insights and principles from social ecology.

Ideal as an introduction and as a quick reference, Key Concepts in Critical Management Studies explores the essential concepts used within the field today. Specially edited and written by a range of international experts, key ideas are succinctly explained and illustrated beyond a simple definition. Further reading suggestions and cross-referencing provide the reader with means to develop their knowledge further. With over 50 entries, from Actor Network Theory to Utopianism, readers have instant access and explanation of the most influential concepts in CMS literature. Clear and engaging, this will provide strong support for all courses involving critical management and is a perfect resource for anyone with an interest in this field.

Businesses that tend to flourish during any given time period usually reflect the aspirations and attitudes of the prevailing culture. More specifically, the managers within these businesses reflect these characteristics. The challenge to management therefore is to read and interpret subtle cultural shifts and to understand how these shifts impact the role of business in society. These facts beg the questions What is the prevailing culture of the twenty-first century going to be? and How is this culture going to be reflected in the attitudes and aspirations of business management? The author of this remarkable book argues that the dominant culture will best be described as aesthetic in nature. The manager views his or her role as essentially artistic, seeking excellence in the craft rather than the pursuit of profit as the highest good.Parts one and two describe the existing models of management, the technical manager and the moral manager, and explain why they are no longer suitable. Then, incorporating business ethics, postmodern theory, virtue-ethics theory, and examples drawn from industry, Dobson convincingly argues the emergence of a new management paradigm. Part three describes the new model of management as artistic and aesthetic enterprise and the manager as artisan. Business scholars and theorists, practicing managers, and students will all find this book fascinating and useful in preparing for business in the coming century.