The lack of specificity around stakeholder identity remains a serious obstacle to the further development of stakeholder theory and its adoption in actual practice by business managers. Nowhere is this shortcoming more evident than in stakeholder theory's treatment of the constituency known as...

This paper seeks to bridge the gulf between business ethics scholarship and management practice by exploring the links between two topics that have, to date, been neatly divided by what Freeman terms the Separation Thesis. The first topic is moral imagination, an issue of growing interest to...

In this paper, we propose that we will not be able to develop compelling explanations of entrepreneurial activity until we make a fundamental adjustment to our underlying assumptions of human action, replacing our reliance upon a rational actor model of human behavior with a model that...

Despite the centrality of “design” to the field of organizational science, we argue that its use has remained at the level of metaphor rather than practice. Donald Schon’s concept of “reflection in action” addresses this gap by describing how managers can practice designing by...

This case series explores the leadership story of director Mark O'Neill as he oversees a major innovation initiative at Kelvingrove, Scotland's most visited museum. The A case describes his background, philosophy, and the actions he takes over a period of more than a decade to win the support of...

The "Strategic Conversations at Suncorp Commercial Insurance" case series examines the actions taken by the senior executives of the Australian-based Suncorp Commercial Insurance, working with strategy consultant 2nd Road, to build an aligned and committed workforce following a difficult merger...

The "Strategic Conversations at Suncorp Commercial Insurance" case series examines the actions taken by the senior executives of the Australian-based Suncorp Commercial Insurance, working with strategy consultant 2nd Road, to build an aligned and committed workforce following a difficult merger...

Dell clung to the top spot among PC makers in 2006, when it shipped just over 38 million computers -- only about 20,000 more than rival Hewlett-Packard (HP), which acquired Compaq in 2001. HP also reported gains in the fast-growing laptop segment, mostly at the expense of Dell. After HP and...