The Integral Common Good: Implications for Melé’s Seven Key Practices of Humanistic Management
Bruno Dyck ()
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Bruno Dyck: University of Manitoba
Humanistic Management Journal, 2020, vol. 5, issue 1, No 2, 7-23
Abstract This paper discusses three generic types or ways of understanding the common good found in the literature, and then describes the implications of the integral common good for seven key practices of humanistic management. In particular, compared to conventional management, an approach to humanistic management based on the integral common good tends to: 1) have institutional mission and vision statements that are developed by multiple stakeholders that emphasize social and ecological well-being ahead of financial well-being; 2) have a strategic orientation that emphasizes collaboration, “minimizer” and “transformer” generic strategies, a Radical Resource Based View, and uses Porter’s five forces as a way to foster collaboration; 3) structure organizations based on experimentation, sensitization, dignification, and participation (rather than on standardization, specialization, centralization, and departmentalization); 4) develop control systems based on value loops (vs value chains) that seek to enhance the flourishing of multiple stakeholders; 5) emphasize multi-directional multi-stakeholder communication; 6) invite all stakeholders to participate in making decisions, including developing and choosing alternatives; 7) foster leadership based on socialized power, a focus on SMART 2.0 goals, a desire to ensure everyone is treated fairly, and an emphasis on relationships that nurture community and the integral common good. Implications for research and teaching are discussed.
Keywords: Integral common good; Humanistic management; Virtue ethics; Sustainability; Social and ecological well-being; Social and ecological thought; Management practices (search for similar items in EconPapers)
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