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Doctoral education in the United States is nearing its 150th anniversary and doctoral education in management is nearing its 75th anniversary. Such milestones occasion an examination of the current state of doctoral education,... more
Doctoral education in the United States is nearing its 150th anniversary and doctoral education in management is nearing its 75th anniversary. Such milestones occasion an examination of the current state of doctoral education, particularly in management, and a determination as to whether any aspects of doctoral education need rethinking. Certainly, the organizational environment of today is dramatically different from that of the 1850s and 1930s. This changed environment has implications both for the nature of doctoral education and for the study of management at the doctoral level. This chapter will also explore current trends in doctoral education as well as briefly allude to the specific examples of a few university programs. The primary emphasis of the chapter will be to present the Doctor of Management degree at the University of Maryland University College (UMUC) as a case study. The designers of this program endeavored to rethink all aspects of the traditional Ph.D. and, where necessary, make improvements. Atwell (1996) has called for multiple models of excellence, reflecting different but equally worthy educational missions. UMUC's intention is to develop a model that will become the benchmark doctoral degree for students who want to be scholarly practitioners rather than tenure-track faculty. If history is any predictor, models get "locked in" and are not easily changed in higher education; once such a model is formed it may influence doctoral education for over 100 years. The chapter will conclude with a series of ideas for exploration as educators continue to modify and improve doctoral education.
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ABSTRACT
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Rand’s philosophy of objectivism has enjoyed a recent resurgence of interest in the United States, but little is known about how it is conceptualized in non-Western cultures and how it influences b...
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This article utilizes the methodology of evidence-based research to address the research question: Can scholarly literature be extended to develop a positive approach that motivates students and increases the effectiveness of business... more
This article utilizes the methodology of evidence-based research to address the research question: Can scholarly literature be extended to develop a positive approach that motivates students and increases the effectiveness of business ethics education? Positive business ethics is defined as an inspired commitment to build long-term personal, organizational, and societal success through the consistent pursuit of ethical business behavior. Unfortunately, the business ethics content integrated into business discipline textbooks is primarily focused on unethical behavior and short-term perspectives and is lacking relevant context of business disciplines, leaving business schools poorly positioned to address AACSB ethical understanding and decision-making learning outcomes standards. Fortunately, the foundations of a positive approach have begun to emerge. Positive business ethics education fundamentally asserts that business people’s roles in society have great worth and that ethical behavior is relevant to their career success. A balanced approach reframes ethical dilemmas into ethical opportunities, transforming career-motivated business students into ethical managers who create long-term value in their successful virtuous organizations. Integrating a positive approach to business ethics education across the business disciplines will improve educational effectiveness, add quality to business schools, prepare the next generation of ethical managers and leaders, enhance careers, add value to businesses, and benefit society at large.
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Purpose– The aim of this paper is to discuss the factors that influenced the establishment of modern management into the pervasive force it is today. It briefly describes modern management and discusses the reasons for this gap in... more
Purpose– The aim of this paper is to discuss the factors that influenced the establishment of modern management into the pervasive force it is today. It briefly describes modern management and discusses the reasons for this gap in knowledge in such a critical area. The main analysis of the paper focuses on the following social ideas and influences that created the conditions for modern management to be formed and established: social Darwinism and religion, the rise of social science, the promise of the scientific method, and the perspectives of the business tycoons.Design/methodology/approach– This paper analyzes the prevailing trends of the late 1800 s to determine which had the greatest influence on the formation of modern management.Findings– This paper concludes that the greatest factors on the establishment of modern management were social Darwinism and the promise of the scientific method. These, then, provided the perfect environment for Frederick W. Taylor to become the embodiment and popularizer of modern management. Perhaps, surprisingly, Christianity had little influence.Originality/value– Now that the prevailing influences of modern management have been surfaced, scholars and practitioners can more effectively critique the current state of management and determine whether legacy assumptions and influences are still valid, or whether modern management should change in some way(s) to better reflect accurate assumptions and influences operative today. The anonymous reviewers of this paper have found this analysis to be provocative and challenging. They have also concluded that a single article cannot do justice to such an important, yet relatively unexplored area. Consequently, the authors hope that other researchers will also be provoked to join in this important task.
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Employees choosing careers with community-based non-profit human services organisations engaged in meeting human needs expecting intrinsic satisfaction often find that the same care and commitment espoused in mission statements are not... more
Employees choosing careers with community-based non-profit human services organisations engaged in meeting human needs expecting intrinsic satisfaction often find that the same care and commitment espoused in mission statements are not reflected internally as a commitment to employee satisfaction. These frontline workers are at risk of becoming disillusioned by increasing demands for compliance, internal and external disparities in salaries, unpaid work hours and difficulties in achieving outcomes. Using Herzberg’s two-factor theory as a framework, this article incorporates a systematic review of literature per the discipline of evidence-based research to examine the potential of applying non-monetary satisfiers to invigorate the human services workforce. The article, which includes recommendations for management, focuses on the environment for frontline workers and includes creating a flexible workplace as well as implementing best practices for intentionally engaging employees in decision making and problem solving. The article has global relevance for staff retention and job satisfaction issues.
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This article discusses the primary ethical challenges and dilemmas in the workplace.
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This article describes the development and validation of a scale specifically designed to measure one's propensity for Objectivism. The scale developed in this article assesses metaphysics, epistemology, ethics, and politics. A... more
This article describes the development and validation of a scale specifically designed to measure one's propensity for Objectivism. The scale developed in this article assesses metaphysics, epistemology, ethics, and politics. A three-stage process of scale development results in a multidimensional scale that largely supports Rand's original conception of the construct in the United States and Lithuania. Several challenges are identified, including problems with select items referencing specific political preferences and addressing notions of a higher being. Prospects for future research are identified, including tests for associations between Objectivism and individual factors such as leadership style, organizational commitment, and job performance.
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In AMLE’s most-cited article, Ghoshal (2005) identified a fundamental flaw in the edifice of ethics education. Because ethics involves human beings, scholars should develop theories that offer intentional explanations that allow for the... more
In AMLE’s most-cited article, Ghoshal (2005) identified a fundamental flaw in the edifice of ethics education. Because ethics involves human beings, scholars should develop theories that offer intentional explanations that allow for the richness of the human experience, and account for the knowing subject. However, the foundation underlying business ethics is economic, and the economic theories that underpin this foundation provide morally neutral causal explanations that do not account for knowing subjects. Agency theory, the dominant theory in management, purports to be scientific and morally neutral. As a negative theory couched in Theory X, it assumes that employees and managers must be watched and controlled or they will perform poorly, and that organizations not only compete with their rivals but also with their suppliers, customers, employees, and regulators. One body of work that addresses Ghoshal’s concerns is Ayn Rand’s objectivism, an intentional explanation with a positive, albeit “heroic” vie...
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The author pays homage to his former professor, the iconic, caring, profane, charming, and piercing Jerry B. Harvey. Harvey may have been the first person to teach a course on spirituality in a school of business. His work predated the... more
The author pays homage to his former professor, the iconic, caring, profane, charming, and piercing Jerry B. Harvey. Harvey may have been the first person to teach a course on spirituality in a school of business. His work predated the establishment of the Management, Spirituality, and Religion interest group in the Academy of Management, dating at least to a talk about OD as a Religious Movement in 1964. The article is a critique of Harvey’s œuvre in terms of work that was ahead of its time, work that is timely for today, work that is timeless, and work that feels dated at this point of the twenty-first century. In the final section, the author describes how Harvey’s work impacted his career even several decades later.
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... ethics, capitalism, and social responsibility are poignant, well conceived, and both challenge and support prevailing perspec-tives on the topics (Aguilera, Rupp, Williams, & Ganapathi, 2007; Giacalone, 2007; Giacalone &... more
... ethics, capitalism, and social responsibility are poignant, well conceived, and both challenge and support prevailing perspec-tives on the topics (Aguilera, Rupp, Williams, & Ganapathi, 2007; Giacalone, 2007; Giacalone & Thompson, 2006). Allison's philosophical perspective ...
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Research Interests: Business, Marketing, Decision Making, Organizational Culture, Human Resource Management, and 12 moreOrganizational Commitment, Job Satisfaction, Peru, Human Resource Management in the middle east, Organizational Effectiveness, Latin America, Business Excellence, Social Science Research Network, Business and Management, TURKISH, Latin American, and Multinational Business Finance
Jerry Harvey passed away on August 1, 2015 after a long and illustrious career at NTL and George Washington University. In this symposium we intend to tell the story of an outstanding individual who worked at the intersection of practice... more
Jerry Harvey passed away on August 1, 2015 after a long and illustrious career at NTL and George Washington University. In this symposium we intend to tell the story of an outstanding individual who worked at the intersection of practice and academia and should be better known by academics. Harvey was a professor who was iconic, caring, profane, charming, and piercing all rolled into one. He wrote books with titles such as How Come Every Time I Get Stabbed in the Back My Fingerprints Are on the Knife? He was sent to NTL as a “spy” in 1960 to dig up some dirt that Robert Blake could use against the organization (Dent, 2002) and was present at the “Manhattan Project” of Group Dynamics. He made hugely important contributions of his own in articles on Not Teaching, Organization Development as a Religious Movement, Encouraging Students to Cheat, Reflections on Books by Authors who Apparently are Terrified about Really Exploring Spirituality and Leadership, and many others. Audience membe...
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Positive ethical action is good for long-term business. Unfortunately, this message is often not being effectively utilized in prevailing business ethical educational pedagogies. This article demonstrates that business ethics education is... more
Positive ethical action is good for long-term business. Unfortunately, this message is often not being effectively utilized in prevailing business ethical educational pedagogies. This article demonstrates that business ethics education is ineffective because it is negatively-focused, philosophically indecisive, hampered by misperceptions of ethical norms, and often devoid of the relevant context of business disciplines. As a result, business schools are poorly positioned to address newly mandated AACSB ethical business decision making learning outcomes standards. Positive business ethics fundamentally asserts that business peoples’ roles in society have great worth and that ethical behavior is relevant to their career success. A balanced approach reframes ethical dilemmas into ethical opportunities, transforming career-motivated business students into ethical managers who create long- term value in their successful virtuous organizations. Integrating a positive approach to business ethics education across...
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This article describes the development and validation of a scale specifically designed to measure one's propensity for Objectivism. The scale developed in this article assesses metaphysics, epistemology, ethics, and politics. A... more
This article describes the development and validation of a scale specifically designed to measure one's propensity for Objectivism. The scale developed in this article assesses metaphysics, epistemology, ethics, and politics. A three-stage process of scale development results in a multidimensional scale that largely supports Rand's original conception of the construct in the United States and Lithuania. Several challenges are identified, including problems with select items referencing specific political preferences and addressing notions of a higher being. Prospects for future research are identified, including tests for associations between Objectivism and individual factors such as leadership style, organizational commitment, and job performance.
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This article examines the origins of one of the most widely accepted mental models that drives organizational behavior: the idea that there is resistance to change and that managers must overcome it. This mental model, held by employees... more
This article examines the origins of one of the most widely accepted mental models that drives organizational behavior: the idea that there is resistance to change and that managers must overcome it. This mental model, held by employees at all levels, interferes with successful change implementation. The authors trace the emergence of the term resistance to change and show how it became received truth. Kurt Lewin introduced the term as a systems concept, as a force affecting managers and employees equally. Because the terminology, but not the context, was carried forward, later uses increasingly cast the problem as a psychological concept, personalizing the issue as employees versus managers. Acceptance of this model confuses an understanding of change dynamics. Letting go of the term—and the model it has come to embody—will make way for more useful models of change dynamics. The authors conclude with a discussion of alternatives to resistance to change.
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This article examines the origins of one of the most widely accepted mental models that drives organizational behavior: the idea that there is resistance to change and that managers must overcome it. This mental model, held by employees... more
This article examines the origins of one of the most widely accepted mental models that drives organizational behavior: the idea that there is resistance to change and that managers must overcome it. This mental model, held by employees at all levels, interferes with successful change implementation. The authors trace the emergence of the term resistance to change and show how it became received truth. Kurt Lewin introduced the term as a systems concept, as a force affecting managers and employees equally. Because the terminology, but not the context, was carried forward, later uses increasingly cast the problem as a psychological concept, personalizing the issue as employees versus managers. Acceptance of this model confuses an understanding of change dynamics. Letting go of the term—and the model it has come to embody—will make way for more useful models of change dynamics. The authors conclude with a discussion of alternatives to resistance to change.
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PurposeStrategic management scholars seek to link strategic factors to performance. When specific causal links cannot be identified, however, other potential explanations should be considered, including the notion of luck. This paper aims... more
PurposeStrategic management scholars seek to link strategic factors to performance. When specific causal links cannot be identified, however, other potential explanations should be considered, including the notion of luck. This paper aims to introduce a distinction between scholarly and practitioner perspectives of luck and identifies why this distinction is critical to both scholars and practitioners.Design/methodology/approachThis paper proposes a framework linking luck and competitive advantage. It also reports the results of an exploratory empirical investigation on the perceived role of luck in firm performance.FindingsScholars and practitioners have different views of luck's role in organizational performance. Managers are more likely to assign luck for bad outcomes rather than good. In addition, the more quantitative a manager's work function, the less likely he or she is to perceive a luck‐performance linkage, and the higher the manager is in the organization, the mo...
Research Interests: Marketing, Economics, Strategic Management, Risk Management, Firm Performance, and 12 moreCompetitive advantage, Competitive strategy, Business and Management, Organizational Performance, Design Methodology, Empirical Research, Business performance, Outcomes Research, Luck, Work Function, Management Strategy, and Management decision
PurposeStrategic management scholars seek to link strategic factors to performance. When specific causal links cannot be identified, however, other potential explanations should be considered, including the notion of luck. This paper aims... more
PurposeStrategic management scholars seek to link strategic factors to performance. When specific causal links cannot be identified, however, other potential explanations should be considered, including the notion of luck. This paper aims to introduce a distinction between scholarly and practitioner perspectives of luck and identifies why this distinction is critical to both scholars and practitioners.Design/methodology/approachThis paper proposes a framework linking luck and competitive advantage. It also reports the results of an exploratory empirical investigation on the perceived role of luck in firm performance.FindingsScholars and practitioners have different views of luck's role in organizational performance. Managers are more likely to assign luck for bad outcomes rather than good. In addition, the more quantitative a manager's work function, the less likely he or she is to perceive a luck‐performance linkage, and the higher the manager is in the organization, the mo...