Management and theories of organizations in the 1990s: toward a critical radical humanism?
Article Abstract:
The author argues that the present mainstream writings on, and debates about "new" ideas of management and theories of organization, lack of adequate theoretical assumptions and background. He proposes that those who question the future and efficiency of Western organizations need to rely more on a radical-humanistic and neo-Marxist conceptualization than on the functionalistic tradition. Therefore, management theorists and practitioners should integrate such a concept in order to better understand how to transform the passive-obedient Taylorist employee into an active-cooperative one. To achieve a truly renewed form of management, researchers must adopt a global view of humankind, in order to give workers a significant measure of control over their own environments and working conditions. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Review
Subject: Business, general
ISSN: 0363-7425
Year: 1992
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Moving beyond dyadic ties: a network theory of stakeholder influences
Article Abstract:
Stakeholder theory development has increased in recent years, in part because of its emphasis on explaining and predicting how an organization functions with respect to the relationships and influences existing in its environment. Thus far, most researchers have concentrated on dyadic relationships between individual stakeholders and a focal organization. Using social network analysis, I construct in this article a theory of stakeholder influences, which accommodates multiple, interdependent stakeholder demands and predicts how organizations respond to the simultaneous influence of multiple stakeholders. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Review
Subject: Business, general
ISSN: 0363-7425
Year: 1997
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Toward a theory of stakeholder identification and salience: defining the principle of who and what really counts
Article Abstract:
Stakeholder theory has been a popular heuristic for describing the management environment for years, but it has not attained full theoretical status. Our aim in this article is to contribute to a theory of stakeholder identification and salience based on stakeholders possessing one or more of three relationship attributes: power, legitimacy, and urgency. By combining these attributes, we generate a typology of stakeholders, propositions concerning their salience to managers of the firm, and research and management implications. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Review
Subject: Business, general
ISSN: 0363-7425
Year: 1997
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