Toward a More Humanistic Governance Model: Network Governance Structures

Abstract

humanism, economism, corporate governance, cybernetics, decision making, network governance, risk management,

The effects of altruism and relationship conflict on organizational learning

“…Far removed from the neoclassical streams on human motivations that understand people as only pursuing their own benefits, this paradigm shift regards the human being as an individual who is intrinsically motivated to help others through his or her actions (Pirson and Turnbull, 2011;Pirson and Lawrence, 2010). This research aims to link some of those behaviors, like altruism or relationship conflict, to organizational learning capability.…”

“…In this regard, as an alternative to the economistic paradigm, some authors have proposed a humanistic paradigm (Melé, 2009;Pirson and Lawrence, 2010;Spitzeck et al, 2009;Pirson and Turnbull, 2011). In contrast to economics-based management theories, this humanistic paradigm views the individual as a relational person who is intrinsically motivated to serve humanity through his or her actions (Pirson and Turnbull, 2011;Pirson and Lawrence, 2010). As such, human beings are not only motivated and interested in maximizing their own utility, but in balancing their own interests with those of the people around them (Dierksmeier and Pirson, 2008;Pirson and Turnbull, 2011).…”

“…More specifically, the presence of supportive, transformational, spiritual or authentic leadership has been described as an essential way to develop organizational learning (Aragón-Correa et al, 2007;Berson et al, 2006;Fry et al, 2005;Gardner et al, 2005;Llorens-Montes et al, 2005) and a key common feature of these leaders is that they are altruistically motivated, demonstrating a genuine care and concern for people (Brown and Treviño, 2006). Indeed, lack of sustainability, increasing inequity, escalating environmental problems, the current global financial crisis, and growing interdependence in today's world all call for a serious rethink about current business strategies (Rynes et al, 2012;Pirson and Lawrence, 2010;Pirson and Turnbull, 2011) toward a more altruistic approach. In consequence, a number of scholars have noted a paradigm shift in organizational sciences, management theory and practice over the last few years (e.g., Karakas, 2010;George, 2013;Pirson and Lawrence, 2010;Rynes et al, 2012).…”

Small Worlds and Board Interlocking in Brazil: A Longitudinal Study of Corporate Networks, 1997-2007

“…Bunderson (2003) also notes that groups seem to achieve higher performance levels (take better decisions) when their board members share an accurate understanding of the expertise of the other. Pirson & Turnbull (2011) present a structured analysis of the gains that boards constituted in a network enjoy relative to isolated boards, e.g.…”

“…Using these arguments, the owning of share capital by board directors also supplies elements that may lead to an increase in the legitimacy of organizations in terms of their actions (Scott, 2001;Westlund & Adam, 2010), since it starts from the assumption that influential directors tend to have more access to information as well as enjoying a greater reputation with financing mechanisms and market regulators (Lin, 2001 In addition, Coleman (1990), and Pirson & Turnbull (2011) argue that by acquiring competences, better access to information, the minimization of redundant efforts and the identification of investment opportunities, and by using the social capital that comes from greater cohesion, it is expected that the company can enhance its worth because of its greater density/local clustering position, which leads to the following hypothesis:…”