Conventional versus Radical Moral Agents

An Exploratory Empirical Look at Weber’s Moral-points-of-view and Virtues

Bibliographic Data

ID11626143
AuthorsBruno Dyck (0000-0002-8078-2238, University of Manitoba, corresponding author), J Mark Weber (University of Toronto, corresponding author)
Year2006
Volume27
Issue3
Pages429-450
Publication date2006-03-01
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueOrganization Studies (JOURNAL)
Journal identifiersISSN: 0170-8406 • E-ISSN: 1741-3044
PublisherSAGE Publishing (PUBLISHER • US)
DOI10.1177/0170840606062430
OpenAlexW2009627522
LanguageEN
Citations received7
References cited35

Max Weber’s work suggests that conventional management theory and practice is underpinned by a moral-point-of-view that places relatively high emphasis on both materialism and individualism. He calls for the development of radical management theory and practices to serve as a counterpoint. Both the conventional and radical moral-points-of-view are associated with specific virtues and practices. Weber suggests that, from a conventional moral-point-of-view, four primary virtues—mercy, submission, obedience and non-worldliness—give rise to specialization, centralization, formalization and standardization. In contrast, from a radical moral-point-of-view, these same four primary virtues are expected to give rise to sensitization, dignification, participation and experimentation (Dyck and Schroeder 2005). Our study contrasts and compares a sample of conventional and radical managers, to provide an empirical look at these expected differences, as well as testing for differences in their personal and spiritual virtues. Implications are discussed

Economics · Epistemology · Individualism · Materialism · Obedience · Political science · Positive economics · Sociology · Ethics in Business and Education · Law · Management and Organizational Studies · Philosophy · Psychology · Social Psychology · Weber, Simmel, Sociological Theory

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