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A Common Pitch and The Management of Corporate Relations: Interpretation, Ethics and Managerialism

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  • Glen Lehman

Abstract

This paper examines how good management can repair fractured relationships within organisations, addressing problems that if left unattended will threaten the future existence of many of these companies. It analyses why there is a mood for change in management thinking, and what direction that change can take. Part of the challenge is how managers can best satisfy the objectives of corporate social responsibility initiatives, and repair organisational and fractured community relationships. A possible role for management is to examine alternative ways of thinking about the potential benefits for the organisation that can be achieved by enhancing employee relationships. In this regard, this paper offers strategies to examine management’s adverse affects on workers’ life-plans. The art of interpretation is used to expose how bureaucratic logic ignores workers’ rights and potentially damages the corporation’s longevity. Interpretation, as opposed to procedure, suggests that organisations are not simply profit mechanisms, but active and dynamic civil societies. By better understanding the facilitating processes of administrative and management thinking, it is possible that we can develop alternative strategies that empower individuals to circumvent the negative consequences of instrumental rationality and enable them to act more responsibly in the public interest. Copyright Springer Science+Business Media, Inc. 2007

Suggested Citation

  • Glen Lehman, 2007. "A Common Pitch and The Management of Corporate Relations: Interpretation, Ethics and Managerialism," Journal of Business Ethics, Springer, vol. 71(2), pages 161-178, March.
    • Handle: RePEc:kap:jbuset:v:71:y:2007:i:2:p:161-178
    DOI: 10.1007/s10551-006-9132-3
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    References listed on IDEAS

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    1. Abagail McWilliams & Donald Siegel, 2000. "Corporate social responsibility and financial performance: correlation or misspecification?," Strategic Management Journal, Wiley Blackwell, vol. 21(5), pages 603-609, May.
    2. Neu, D. & Warsame, H. & Pedwell, K., 1998. "Managing public impressions: environmental disclosures in annual reports," Accounting, Organizations and Society, Elsevier, vol. 23(3), pages 265-282, April.
    3. Barbara Townley, 2004. "Managerial Technologies, Ethics and Managing," Journal of Management Studies, Wiley Blackwell, vol. 41(3), pages 425-445, May.
    4. Catherine M. Paul & Donald Siegel, 2006. "Corporate social responsibility and economic performance," Journal of Productivity Analysis, Springer, vol. 26(3), pages 207-211, December.
    5. Wilson, James Q., 1993. "The Moral Sense," American Political Science Review, Cambridge University Press, vol. 87(1), pages 1-11, March.
    6. Moss Kanter, Rosabeth, 1994. "Change in the global economy: An interview with Rosabeth Moss Kanter," European Management Journal, Elsevier, vol. 12(1), pages 1-9, March.
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    Cited by:

    1. Geert Demuijnck & Hubert Ngnodjom, 2013. "Responsibility and Informal CSR in Formal Cameroonian SMEs," Journal of Business Ethics, Springer, vol. 112(4), pages 653-665, February.
    2. Lehman, Glen, 2010. "Interpretive accounting research," Accounting forum, Elsevier, vol. 34(3), pages 231-235.
    3. Lehman, Glen, 2010. "Perspectives on accounting, commonalities & the public sphere," CRITICAL PERSPECTIVES ON ACCOUNTING, Elsevier, vol. 21(8), pages 724-738.
    4. Gibbon, Jane, 2012. "Understandings of accountability: an autoethnographic account using metaphor," CRITICAL PERSPECTIVES ON ACCOUNTING, Elsevier, vol. 23(3), pages 201-212.
    5. Geert Demuijnck, 2009. "From an Implicit Christian Corporate Culture to a Structured Conception of Corporate Ethical Responsibility in a Retail Company: A Case-Study in Hermeneutic Ethics," Journal of Business Ethics, Springer, vol. 84(3), pages 387-404, February.

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