Collective Myopia and Disciplinary Power Behind the Scenes of Unethical Practices: A Diagnostic Theory on Japanese Organization

Nobuyuki Chikudate

Journal of Management Studies, 2002, vol. 39, issue 3, 289-307

Abstract: This study draws on multiple writings to offer a new conceptualization, one that aids in the assessment of unethical practices. Traditionally, phenomenology and the sociology of knowledge have focused on perception, cognition and common sense. Ethnomethodology has focused on procedural infrastructures of ordinary lives. This article combines concepts and ideas from these methodologies in the general concept of ‘collective myopia’ with some Habermasian and Foucaultian influences. The conceptualization focuses on normative controls operating behind the scenes of unethical practices in Japanese business. The contributions of national culture to the crimes are omitted as much as possible to establish a position of general theory. The conceptualization is then applied to examine the case of the Dai‐ichi Kangyo Bank, which was linked to racketeering in 1997.

Date: 2002
References: Add references at CitEc
Citations: View citations in EconPapers (2)

Downloads: (external link)
https://doi.org/10.1111/1467-6486.00293

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:bla:jomstd:v:39:y:2002:i:3:p:289-307

Ordering information: This journal article can be ordered from
http://www.blackwell ... s.asp?ref=00022-2380

Access Statistics for this article

Journal of Management Studies is currently edited by Timothy Clark, Steven W. Floyd and Mike Wright

More articles in Journal of Management Studies from Wiley Blackwell
Bibliographic data for series maintained by Wiley Content Delivery ().