Obedience and Evil: From Milgram and Kampuchea to Normal Organizations

Cunha, Miguel Piña e; Rego, Arménio; Clegg, Stewart

doi:10.1007/s10551-010-0510-5

Cited by 30 publications

(12 citation statements)

References 49 publications

(52 reference statements)

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“…Material that follows describes how this situation became a failure of ethical leadership, despite considerable checks, and balances from governmental oversight. The article closes with ways of understanding such dilemmas, using moral failure and stakeholder theory as a guide to discuss ethical leadership (or lack thereof) and its consequences (Lawton and Paez ; Pina e Cunha et al ).…”

Section: Dehumanizing Stakeholdersmentioning

confidence: 99%

Failure of Ethical Leadership: Implications for Stakeholder Theory and “Anti‐Stakeholders”

Hill

2017

Business and Society Review

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Leaders in a variety of organizations are beset by challenges that test their commitments to ethical behavior in interactions with stakeholders who make up their working environments. Situations that present themselves include complex management of expectations, people, and resources, which require novel solutions that also test the boundaries between right and wrong. Such conditions arose after the 9/11 terrorist attacks on the World Trade Center Twin Towers. President Bush asked the Central Intelligence Agency to round up persons who represented a continuing threat of harm to U.S. interests. What followed was a series of decisions and actions by a number of internal and external constituencies based on inaccurate reporting of treatment of and information gleaned from detainees. Lessons for understanding and avoiding resulting leadership ethical dilemmas and a novel stakeholder perspective are provided in the close.

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Section: Dehumanizing Stakeholdersmentioning

confidence: 99%

Failure of Ethical Leadership: Implications for Stakeholder Theory and “Anti‐Stakeholders”

Hill

2017

Business and Society Review

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“…Our exposition will proceed in three steps. The first section argues for the importance of the study of extremes, joining recent calls by organizational scholars for studies on ‘unconventional’ (Bamberger & Pratt, 2010) and ‘extreme’ settings (Ibarra-Colado, 2006; Pina e Cunha, Rego & Clegg, 2010). In this section we explain our choice of the Holocaust among the many extreme cases of human oppression, and the sources on which we draw.…”

Section: Introductionmentioning

confidence: 99%

The Institutional Work of Oppression and Resistance: Learning from the Holocaust

Martí

Fernandez

2013

Organization Studies

132

171

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In recent years there has been an outburst of studies aiming to advance our understanding of how actors do work to create, maintain and disrupt institutions. Drawing on work on the Holocaust, a largely neglected event in organization theory, we explore types of institutional work through which actors first maintain domination and grant acquiescence to oppression and, second, target oppressive systems through acts of resistance. This approach offers an opportunity to study a familiar set of processes and phenomena on fresh terms and to focus on key elements that existing studies on institutional work have neglected.

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“…Where concerns about employee anomie and the negative influence that organisational structures can have on personal development were once at the fore in organisational studies (Mayo, 1949;Argyris, 1957;Blauner, 1964;Maslow, 1965), the focus on improving firm performance which was characteristic of the neo-human relations movement is often manipulative and coercive in nature, its associated discipline of leadership studies often simply totalitarian (i.e. one of 'total claim') (Bracher, 1984, p.47;Hawkins, 1997;Pinha e Cuna et al, 2010;Godard, 2014). Very little acknowledgement of the notions of democratisation which underpinned older understandings of industrial democracy is represented in this literature.…”

Section: B Meesmentioning

confidence: 99%

Industrial democracy and corporate governance: two discourses of reform in liberal-market economies

Mees¹

2017

IJCG

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Industrial democracy and corporate governance are intertwined discourses. In present-day use, however, the two expressions seem to represent as different perspectives as two related discursive traditions could become. At a time when calls have emerged for the intersection of the two narratives to be revisited, how the separation of these two related discourses occurred historically and what that separation has entailed seems of particular importance. The received corporate governance approach has become so dominant that it appears to have assumed the status of an ideology -an established way of thinking about the governance of corporations that is largely just assumed (rather than argued) in much financial and legal discourse. Seeking to understand why mainstream corporate governance scholarship has failed to engage with the historically key issue of industrial democratisation is the main purpose of this paper.

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Obedience and Evil: From Milgram and Kampuchea to Normal Organizations

Abstract: obedience, Khmer Rouge, children soldiers, organized violence, Pol Pot,

Cited by 30 publications

References 49 publications

Failure of Ethical Leadership: Implications for Stakeholder Theory and “Anti‐Stakeholders”

Failure of Ethical Leadership: Implications for Stakeholder Theory and “Anti‐Stakeholders”

The Institutional Work of Oppression and Resistance: Learning from the Holocaust

Industrial democracy and corporate governance: two discourses of reform in liberal-market economies

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