Can Alpaslan

Abstract
Purpose
Using as many perspectives as possible to understand large-scale industrial crises can be a daunting task. This paper aims to demonstrate a reasonably complex yet systemic, analytical and critical approach to analyzing what causes crises.

Design/methodology/approach
The authors use a multi-perspective methodology within which each perspective uses a substantially different ontology and epistemology, offering a deeper understanding of the causes of large-scale crises. The methodology utilizes extant theory and findings, archival data from English and Japanese sources, including narratives of focal people such as Toyota President Akio Toyoda.

Findings
The analysis suggests that what caused Toyota’s crisis was not just Toyota’s failure to solve its technical problems. It was Toyota’s collective myopia, interactively complex new technologies and misunderstanding of corporate citizenship.

Practical implications
The authors argue that crises are complex situations best understood from multiple perspectives and that easily observable aspects of crises are often not the most significant causes of crises. In most cases, causes of crises are hidden and taken-for-granted assumptions of managers. Thus, managers must view crises critically from multiple yet distinct viewpoints.

Originality/value
The authors use Alpaslan and Mitroff’s multi-disciplinary methodology to outline several critical perspectives on Toyota’s messy recall crisis.

Abstract
Purpose – Using as many perspectives as possible to understand large-scale industrial crises can be a daunting task. This paper aims to demonstrate a reasonably complex yet systemic, analytical and critical approach to analyzing what causes crises.
Design/methodology/approach – The authors use a multi-perspective methodology within which each perspective uses a substantially different ontology and epistemology, offering a deeper understanding of the causes of large-scale crises. The methodology utilizes extant theory and findings, archival data from English and Japanese sources, including narratives of focal people such as Toyota President Akio Toyoda.
Findings – The analysis suggests that what caused Toyota’s crisis was not just Toyota’s failure to solve its technical problems. It was Toyota’s collective myopia, deviating from its founding values and guiding principles, mismanaging of its global expansion, interactively complex new technologies and misunderstanding of corporate citizenship.
Practical implications – The authors argue that crises are complex situations best understood from multiple perspectives and that easily observable aspects of crises are often not the most significant causes of crises. In most cases, causes of crises are hidden and taken-for-granted assumptions of managers. Thus, managers must view crises critically from multiple yet distinct viewpoints.
Originality/value – The authors use Alpaslan and Mitroff’s multi-disciplinary methodology to outline several critical perspectives on Toyota’s messy recall crisis.
Keywords Critical thinking, Culture, Complex systems, Crisis management,  Multi-disciplinary inquiry, Toyota recall

Swans, Swine, and Swindlers addresses a core, contemporary question: What steps can we take to better anticipate and manage mega-crises, such as Haiti, Katrina, and 9/11? This book explores the concept of" messes." A mess is a web of complex and dynamically interacting, ill-defined, and/or wicked problems; their solutions; and our conscious and unconscious assumptions, beliefs, emotions, and values. The roots of messes can be classified as Swans (the inability to surface and test false assumptions and mistaken ...

The authors examine how competing institutional logics shape institutional fields. Specifically, they conceptualize control of the modern corporation as an evolving institutional field. They connect changes in the institutional field to the rhetoric and corresponding logics put forth by various corporate stake-holders vying for control of the firm. Changes in the corporate institutional field are represented as the diffusion of takeovers and takeover defenses. Corporate control rhetoric is traced in interviews with corporate board members. The authors argue that the rhetoric of corporate control shapes and establishes dominant stakeholder groups in the institutional field. They conclude with a brief discussion of their analysis and a call for further research.

The field of crisis management has been seriously impeded by its failure to develop appropriate frameworks for the study of crises. This state of affairs is due at the very least to two major issues: (1) outmoded and invalid views of the nature of crises, and (2) the widespread use of outmoded and inappropriate concepts of inquiry. It is our contention that crisis management deals with problems that are inherently ill-structured.

A growing body of research suggests that follower
perceptions of ethical leadership are associated with
beneficial follower outcomes. However, some empirical
researchers have found contradictory results. In this study,
we use social learning and social exchange theories to test
the relationship between ethical leadership and follower
work outcomes. Our results suggest that ethical leadership
is related positively to numerous follower outcomes such
as perceptions of leader interactional fairness and follower
ethical behavior. Furthermore, we explore how ethical
leadership relates to and is different from other leadership
styles such as transformational and transactional leadership.
Results suggest that ethical leadership is positively
associated with transformational leadership and the contingent
reward dimension of transactional leadership. With
respect to the moderators, our results show mixed evidence
for publication bias. Finally, geographical locations of
study samples moderated some of the relationships between
ethical leadership and follower outcomes, and employee
samples from public sector organizations showed
stronger mean corrected correlations for ethical leadership–
follower outcome relationships.

In this paper, we take a step towards developing a stakeholder theory of crisis management. We argue that, in the context of crises, adopting the principles of a stakeholder model of corporate governance will lead companies to engage more frequently in proactive and/or accommodating crisis management behaviour even if these crisis management behaviours are not perceived to maximize shareholder value. We also propose a mechanism that may explain why the stakeholder model may be associated with more successful crisis management outcomes. We conclude by challenging the efficacy of the shareholder view in crisis and crisis-like situations, and call for further theoretical and empirical research.

"We develop a discursive understanding of organizational inquiry in order to challenge the status quo
characterized by a positivistic approach to organizational inquiry. Specifically, we re-conceptualize organizational
science as an inherently rhetorical process. We propose that the language of theories and methods used within a
particular paradigm move from figurative to literal and back to figurative, following a distinctive topological
sequence from metaphor to metonymy to synecdoche to irony. We also link the researchers use of four master
tropes to particular types of scientific reasoning as well as to particular types of scientific tools. We discuss the
research implications of the rhetorical model of organizational science."

In dog training, most people conceive of obedience simply as something the dog does in response to his handler: the dog is the one who is obedient or not. This is only half of what real obedience is.'Obedience'comes from the Latin word oboedire which in turn is cognate to obaudier, meaning 'to listen, to hear'; by extension, this always implies acting on what is heard. Contrary to popularthought, obedience is as much your responsibility as it is your dog's–even more so, since you are