Humanistic Management of Social Innovation in Service (SIS): an Interdisciplinary Framework Abstract Humanistic Management and Transformative Service Research literatures share the common goal of addressing the increasingly growing global challenges faced by humanity. Recently, organizations have been called to further engage in social innovation in service (SIS) in an attempt to address these challenges. However, the existing service literature does not offer explicit processes regarding how to manage these social innovation efforts at the human interaction level. By drawing on both Humanistic Management and Service literatures, this paper develops a conceptual framework to guide the social innovation in service efforts. More specifically, this paper aims to answer a key question of: how can organizations manage human interactions to help maximize social innovation in service (SIS) outcomes? This paper identifies four foundational values (respect, trust, fairness, and inclusion) that should be at the core of the proposed processes (communication, collaboration, and compassion) needed in order to achieve the desired outcomes of SIS (relieving suffering, increasing well-being, and protecting and promoting human dignity). Subsequently, a typology of service organizations is offered with different combinations of processes at the human interaction level, highlighting the synergistic effect of the three identified processes. The proposed framework in this paper is a first step in bridging two disciplines to highlight their potential and role in addressing the global challenges.

Managing Towards a World that Works for all

The Power of Music: Can Music at Work Help to Create more Ethical Organizations? Abstract Music plays an important role in business because it affects consumer behavior. However, companies do not only value music as a tool to engrain their brands in the mind of their customers, they have also discovered the positive effects that music at work can have on employees’ job performance. The challenges of today’s organizations, nevertheless, are manifold and their responsibilities go much further than just to assure some reasonable financial results. Nowadays most stakeholders and customers expect companies to be run ethically and in strict compliance with the law. Today’s leaders need to be equipped with strategies and instruments that ensure ethical behavior within their organizations. In this paper I argue that music can also represent a practical tool to foster ethical conduct at work. Music helps organizations to do good and well.

Globalisolationism and its Implications for TNCs’ Global Responsibility Abstract The complex structure of the tragic aspects of globalization has been accounted for in extant literature. What remains unclear is how deglobalization, isolationism and all the radically disruptive movements and politics in-between will shape transnational corporations’ (TNCs) organizational practices. The purpose of this study is to interrogate and problematize the implications of anarchic ‘globalisolationism’ vis-à-vis the atlas of insurrection and the TNCs’ global responsibility towards human-centric management practices. We situate our analysis in the heavily politicized and contested discursive space of emergent global geopolitical and environmental tensions and the global quest to reclaim dignity, freedoms, right to resources and decisions—stakeownership. ‘Globalisolationism’ is conceptualized as a radically non-compromising coexistence of globalization and isolationism by design, aided by new information technologies, reactivated mass consciousness and slack political resources. It is characterized by the radical pursuit of new deals within the global geopolitical and economic order; renegotiation of existing deals for resource appropriation and democratic space for the marginalized; the collapse of the old political order via auto-implosion as a beneficial constraint; and the defence of the status quo in global resource and environmental governance due to ‘translocal’ insurrection. Therefore, the paper suggests how TNCs’ current modus operandi could be transformed into responsible human/environment-centric organisational practices to accommodate emerging sociopolitical and environmental challenges. It further highlights the implications for novel game-changing policies and political action by ‘subaltern’ societies and their metamorphosis from victims of planetary vandalism to stakeowners with sovereignty over their resources.

Strengthening Humanistic Management Abstract Humanistic management is emerging as a response to the economistic paradigm prevalent in today’s business schools, corporations, and society. There are many compelling reasons why the economistic paradigm is becoming obsolete, and even dangerous, for business if it is to become an agent of world benefit. The purpose of this article is not to explain these reasons but rather to situate the transition to humanistic management in the context of multiple worldviews. We propose an historical sequence of worldviews each with its own paradigmatic assumptions about what it means to be human and the nature of the world. We draw on converging insights between new science and ancient spiritual traditions to outline an emerging quantum worldview. We further submit that integrating elements of the quantum worldview into humanistic management strengthens it in ways that are essential to humankind’s ability to shift to full-spectrum flourishing, defined as a world in which people and all life thrive now and across future generations.

The Myth of Responsibility: on Changing the Purpose Paradigm Abstract As part of our exploration of a new conceptual framework for an economy that works for 100% of humanity, this conceptual paper asks why all talk about the purpose of organizations seems to suffer from a certain bias, namely the bias of scarcity, and how this myth of scarcity influences our understanding of corporate responsibility. The mainstream understanding of corporate purpose always contains partly normative and partly functional aspects designed to cope with the purported problem of scarcity. According to economic and CSR reasoning, this bias concerning the purpose of business organizations triggers two quite distinct understandings of the essence of corporate responsibility. The economic view interprets it as responsibility towards the company, while CSR and business ethics argue that it reflects, or at least ought to reflect, a broader responsibility towards society. To overcome this responsibility gap, we need to affect a paradigm shift in economic reasoning, a shift which reconciles economic responsibility on the micro-level logic of raising profit with the greater demands of the meso, macro, and supra levels. Only then do we obtain a truly meaningful lever for changing real-world business practice from within the micro-logics of running a corporation. This paradigm shift requires a different mental model - a model of resource growth and natural abundance, rather than of scarcity - on the part of both economists and business ethicists. It can be labeled the economic model of future viability. This paper develops a conceptual argument for a future viable model of business practice which, first and foremost, takes seriously the need for the kind of micro-level decision-making which keeps individual organizations afloat, but which also, and crucially, delivers a solution for future viable business models and business behavior which breaks the apparent downward spiral of modern wealth creation, i.e. the spiral of continuous acceleration, disruption, concentration and resource exploitation, and which, thirdly, delivers a proper definition of purpose which can be applied in measurement systems which are free of biased assumptions of scarcity.

Who Will it Take for Business to Improve Lives? The “Man” in the Mirror Abstract What will it take for business to improve lives? Many think we need a theoretically sound meta-narrative to articulate the proper place for business in our lives. Important as that is, this meta-narrative will only come to life when everyone articulates his and her personal narrative, shares it with others, and ultimately fine-tunes it into a personal theory-in-use, one that guides everyday decision-making. Hoping that the Humanistic Management Association willsoon find room on its webpage for those of us in business and business education to share our values and beliefs with each other, I thought I would start usoff by sharing mine here.

The Practical Wisdom behind the GRI Abstract In an effort to meet growing stakeholder demands for transparency, accountability, and responsibility, many large organizations globally have voluntarily adopted the Global Reporting Initiative (GRI) guidelines. Moreover, triggered by recent management transgressions, the ancient virtue of practical wisdom (phronesis) has gained increased attention from management scholars, who argue that the Aristotelian concept, with its interdisciplinary nature, has the capacity of turning management back into a holistic, contextual, and virtue-orientated practice. Especially the fact that practical wisdom is firmly based on normative values, coupled with the emphasis on experience and practice, makes it well suited as a leitmotif for sustainable and responsible management. This conceptual paper builds on the link between practical wisdom and sustainability. I argue that the GRI may be regarded as an example of procedural practical wisdom in the context of sustainability reporting, specifically in terms of its emphasis on the holistic and situational dimensions, articulated through the concepts of materiality analysis and stakeholder dialogue. Practical implications, limitations, and avenues for further research are discussed.

What Will it Take for Business to Improve Lives? Abstract The proper purpose of any human institution is to improve the lives of the people who depend on it. If we support that proposition, then is there any place for a private-purpose corporation? The question becomes especially urgent as society and the human species face growing threats.This paper posits that the private-purpose corporation, and the neoliberal ideology that affirms it, are major drivers of the social and environmental destruction we daily witness. If that is the case, then what might be essential features of business institutions that would better serve humanity? What might be the role of a Theory of Community. And what might that mean for business education? This paper provides a broad framework for exploring those questions from a humanistic management perspective. It addresses the foundational issue of human purpose, describes the growing momentum for moving societies toward an ecological civilization, and notes the Earth Charter as a valuable source of ethical principles. Finally, it identifies the outcomes the formal institutions of an ecological civilization must serve and concludes with five design principles that these institutions will need to honor to support lives of diversity, beauty, creativity, and meaning for all.

Humanism Under Construction: the Case of Mexican Circular Migration Abstract In today’s world, given the relative importance that companies are giving to corporate social responsibility, sustainability, human rights, and ethics, it is logical to assume that the humanistic trend is gaining support over the economistic, especially in the most developed countries. The paper serves both to introduce the topic of circular migration and to suggest that humanistic management principles are not applied to circular migration programs. First, we contrast humanism with economism as fundamental approaches to business goal setting. Then, we discuss in more depth the concept of circular migration and explain the mechanisms under which this migration happens in the US and Canada. Next, by relying on Melé’s (Humanistic Management Journal 1: 33–55, 2016) propositions, we elaborate on the case of the Mexican workers who enroll in these temporary job programs, with attention to the programs’ pitfalls and outcomes. Finally, we conclude with reflections on further research in humanistic management as a tool for improving temporary migration movements.