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The paper's thesis is that many of these challenges originate internally with the institutions themselves,... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_81655888" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">A recent article in the Chronicle of Higher Education (Paquette, 2021) discussed the various challenges facing higher education. The paper's thesis is that many of these challenges originate internally with the institutions themselves, and perhaps even with an influx of new resources and new leadership, the traditional illumination role of higher education may be dimmed-or simply less relevant-in the future. The article is timely and lucid, and I commend it to readers. My thoughts, however, are neither with the thesis nor with the conclusions. As part of the narrative, the article refers to several books related to the opportunities and threats to higher education in general and strengths and weakness of campuses and programs specifically. The evidence used from the books criticizes both the academic and the administrative sides of the institution with equal fervor. The author of the Chronicle article uses that evidence as material to buttress arguments that support change (including feckless change), change proffered by book authors classed broadly as "reformers." A selection of the books are as follows: history ("The Great Mistake"), narrow-mindedness ("Alternative Universities" and "Speaking of Universities"), and affordability ("Sustainable. Affordable. Free"). And the list of books and authors-and there are many-continues in this article.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/81655888" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="3b0e56ddc75f2eb292ea4c6eefde279b" rel="nofollow" data-download="{"attachment_id":87625218,"asset_id":81655888,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/87625218/download_file?st=MTczOTgyOTEzOSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="269651" href="https://csun.academia.edu/WayneSmith">Wayne Smith</a><script data-card-contents-for-user="269651" type="text/json">{"id":269651,"first_name":"Wayne","last_name":"Smith","domain_name":"csun","page_name":"WayneSmith","display_name":"Wayne Smith","profile_url":"https://csun.academia.edu/WayneSmith","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_81655888 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="81655888"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 81655888, container: ".js-paper-rank-work_81655888", }); });</script></li><li class="js-percentile-work_81655888 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 81655888; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_81655888"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_81655888 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="81655888"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 81655888; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=81655888]").text(description); $(".js-view-count-work_81655888").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_81655888").removeClass('hidden') })</script></div></li></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_241382 coauthored" data-work_id="241382" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/241382/Institutional_field_dynamics_and_the_competition_between_institutional_logics_The_role_of_rhetoric_in_the_evolving_control_of_the_modern_corporation">Institutional field dynamics and the competition between institutional logics: The role of rhetoric in the evolving control of the modern corporation</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The authors examine how competing institutional logics shape institutional fields. Specifically, they conceptualize control of the modern corporation as an evolving institutional field. They connect changes in the institutional field to... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_241382" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The authors examine how competing institutional logics shape institutional fields. Specifically, they conceptualize control of the modern corporation as an evolving institutional field. They connect changes in the institutional field to the rhetoric and corresponding logics put forth by various corporate stake-holders vying for control of the firm. Changes in the corporate institutional field are represented as the diffusion of takeovers and takeover defenses. Corporate control rhetoric is traced in interviews with corporate board members. The authors argue that the rhetoric of corporate control shapes and establishes dominant stakeholder groups in the institutional field. They conclude with a brief discussion of their analysis and a call for further research.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/241382" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="259b0280908e7247bbb1ff586cc5ff33" rel="nofollow" data-download="{"attachment_id":30394466,"asset_id":241382,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/30394466/download_file?st=MTczOTgyOTEzOSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="195693" href="https://csun.academia.edu/sandygreen">sandy green</a><script data-card-contents-for-user="195693" type="text/json">{"id":195693,"first_name":"sandy","last_name":"green","domain_name":"csun","page_name":"sandygreen","display_name":"sandy green","profile_url":"https://csun.academia.edu/sandygreen","photo":"https://0.academia-photos.com/195693/46675/3817930/s65_sandy.green.jpg"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-241382">+1</span><div class="hidden js-additional-users-241382"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://csun.academia.edu/CanAlpaslan">Can Alpaslan</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-241382'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-241382').html(); 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container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_241382 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="241382"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 241382; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=241382]").text(description); $(".js-view-count-work_241382").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_241382").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="241382"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="953" rel="nofollow" href="https://www.academia.edu/Documents/in/Rhetoric">Rhetoric</a>, <script data-card-contents-for-ri="953" type="text/json">{"id":953,"name":"Rhetoric","url":"https://www.academia.edu/Documents/in/Rhetoric","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="4167" rel="nofollow" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a>, <script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="50799" rel="nofollow" href="https://www.academia.edu/Documents/in/Institutional_Logics">Institutional Logics</a>, <script data-card-contents-for-ri="50799" type="text/json">{"id":50799,"name":"Institutional Logics","url":"https://www.academia.edu/Documents/in/Institutional_Logics","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="108467" rel="nofollow" href="https://www.academia.edu/Documents/in/Takeovers">Takeovers</a><script data-card-contents-for-ri="108467" type="text/json">{"id":108467,"name":"Takeovers","url":"https://www.academia.edu/Documents/in/Takeovers","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=241382]'), work: {"id":241382,"title":"Institutional field dynamics and the competition between institutional logics: The role of rhetoric in the evolving control of the modern corporation","created_at":"2010-06-01T08:40:56.761-07:00","owner_id":195693,"url":"https://www.academia.edu/241382/Institutional_field_dynamics_and_the_competition_between_institutional_logics_The_role_of_rhetoric_in_the_evolving_control_of_the_modern_corporation","slug":"Institutional_field_dynamics_and_the_competition_between_institutional_logics_The_role_of_rhetoric_in_the_evolving_control_of_the_modern_corporation","dom_id":"work_241382","summary":"The authors examine how competing institutional logics shape institutional fields. Specifically, they conceptualize control of the modern corporation as an evolving institutional field. They connect changes in the institutional field to the rhetoric and corresponding logics put forth by various corporate stake-holders vying for control of the firm. Changes in the corporate institutional field are represented as the diffusion of takeovers and takeover defenses. Corporate control rhetoric is traced in interviews with corporate board members. The authors argue that the rhetoric of corporate control shapes and establishes dominant stakeholder groups in the institutional field. They conclude with a brief discussion of their analysis and a call for further research. 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We argue that, in the context of crises, adopting the principles of a stakeholder model of corporate governance will lead companies to engage more... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_260694" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">In this paper, we take a step towards developing a stakeholder theory of crisis management. We argue that, in the context of crises, adopting the principles of a stakeholder model of corporate governance will lead companies to engage more frequently in proactive and/or accommodating crisis management behaviour even if these crisis management behaviours are not perceived to maximize shareholder value. We also propose a mechanism that may explain why the stakeholder model may be associated with more successful crisis management outcomes. We conclude by challenging the efficacy of the shareholder view in crisis and crisis-like situations, and call for further theoretical and empirical research.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/260694" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="dfb54587b0e253b665f5182f82c75f7c" rel="nofollow" data-download="{"attachment_id":30827631,"asset_id":260694,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/30827631/download_file?st=MTczOTgyOTEzOSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="215873" href="https://csun.academia.edu/CanAlpaslan">Can Alpaslan</a><script data-card-contents-for-user="215873" type="text/json">{"id":215873,"first_name":"Can","last_name":"Alpaslan","domain_name":"csun","page_name":"CanAlpaslan","display_name":"Can Alpaslan","profile_url":"https://csun.academia.edu/CanAlpaslan","photo":"/images/s65_no_pic.png"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-260694">+1</span><div class="hidden js-additional-users-260694"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://independent.academia.edu/IanMitroff">Ian Mitroff</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-260694'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-260694').html(); 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We argue that, in the context of crises, adopting the principles of a stakeholder model of corporate governance will lead companies to engage more frequently in proactive and/or accommodating crisis management behaviour even if these crisis management behaviours are not perceived to maximize shareholder value. We also propose a mechanism that may explain why the stakeholder model may be associated with more successful crisis management outcomes. 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u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_260696" data-work_id="260696" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/260696/Ethical_Management_of_Crises_Shareholder_Value_Maximisation_or_Stakeholder_Loss_Minimisation">Ethical Management of Crises: Shareholder Value Maximisation or Stakeholder Loss Minimisation?</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">I argue that, in the context of crises, the shareholder value maximisation model, the dominant form of corporate governance, may lead to decisions and behaviours that are in conflict with several prima lacie duties such as reparation,... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_260696" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">I argue that, in the context of crises, the shareholder value maximisation model, the dominant form of corporate governance, may lead to decisions and behaviours that are in conflict with several prima lacie duties such as reparation, beneficence and non-maleficence. Drawing on a typology of crisis response and a typology of crises, I contrast the shareholder value maximisation model, which treats the ethical customs of a society as a constraint, with the stakeholder model of corporate governance, which treats ethical customs as an objective. I suggest that, in the context of crises, the stakeholder model may be the ethically more appropriate choice of corporate governance.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/260696" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="c6078b25151f0144585da6c4c9b924ce" rel="nofollow" data-download="{"attachment_id":39041834,"asset_id":260696,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/39041834/download_file?st=MTczOTgyOTEzOSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="215873" href="https://csun.academia.edu/CanAlpaslan">Can Alpaslan</a><script data-card-contents-for-user="215873" type="text/json">{"id":215873,"first_name":"Can","last_name":"Alpaslan","domain_name":"csun","page_name":"CanAlpaslan","display_name":"Can Alpaslan","profile_url":"https://csun.academia.edu/CanAlpaslan","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_260696 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="260696"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 260696, container: ".js-paper-rank-work_260696", }); 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$(".js-view-count[data-work-id=260696]").text(description); $(".js-view-count-work_260696").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_260696").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="260696"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="46" rel="nofollow" href="https://www.academia.edu/Documents/in/Business_Ethics">Business Ethics</a>, <script data-card-contents-for-ri="46" type="text/json">{"id":46,"name":"Business Ethics","url":"https://www.academia.edu/Documents/in/Business_Ethics","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="814" rel="nofollow" href="https://www.academia.edu/Documents/in/Ethics">Ethics</a>, <script data-card-contents-for-ri="814" type="text/json">{"id":814,"name":"Ethics","url":"https://www.academia.edu/Documents/in/Ethics","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="906" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Ethics">Applied Ethics</a>, <script data-card-contents-for-ri="906" type="text/json">{"id":906,"name":"Applied Ethics","url":"https://www.academia.edu/Documents/in/Applied_Ethics","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="4167" rel="nofollow" href="https://www.academia.edu/Documents/in/Corporate_Governance">Corporate Governance</a><script data-card-contents-for-ri="4167" type="text/json">{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=260696]'), work: {"id":260696,"title":"Ethical Management of Crises: Shareholder Value Maximisation or Stakeholder Loss Minimisation?","created_at":"2010-07-11T04:12:22.875-07:00","owner_id":215873,"url":"https://www.academia.edu/260696/Ethical_Management_of_Crises_Shareholder_Value_Maximisation_or_Stakeholder_Loss_Minimisation","slug":"Ethical_Management_of_Crises_Shareholder_Value_Maximisation_or_Stakeholder_Loss_Minimisation","dom_id":"work_260696","summary":"I argue that, in the context of crises, the shareholder value maximisation model, the dominant form of corporate governance, may lead to decisions and behaviours that are in conflict with several prima lacie duties such as reparation, beneficence and non-maleficence. 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u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Alpaslan, C. M., M. Babb, S. Green, & I. Mitroff (2006) “Inquiry on inquiry: Inquiry as a reflective process.” Journal of Management Inquiry, Vol. 15(1): 7-16. This paper describes an “inquiry on inquiry.” Its subject matter is the... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_260801" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Alpaslan, C. M., M. Babb, S. Green, & I. Mitroff (2006) “Inquiry on inquiry: Inquiry as a reflective process.” Journal of Management Inquiry, Vol. 15(1): 7-16. <br /> <br />This paper describes an “inquiry on inquiry.” Its subject matter is the discussions that occurred during the process of conceptualizing and writing a paper on the philosophy of organizational science in general, and organizational theories and methods in particular. These discussions reflect some of the tensions inherent in academic writing and publishing.  For example, the institution of tenure puts pressure on authors to publish in the “right” journals.  To appeal to these journals, the authors must test their “middle range” theories using the “right” methodologies, not venturing too far into the grandiose.  The experience of co-authorships adds another set of personal and intellectual tensions, which can make the writing process even more frustrating and, at once, enlightening.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/260801" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="3cd673d9b82c2783319c0d6d2e95b700" rel="nofollow" data-download="{"attachment_id":37022151,"asset_id":260801,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/37022151/download_file?st=MTczOTgyOTEzOSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="215873" href="https://csun.academia.edu/CanAlpaslan">Can Alpaslan</a><script data-card-contents-for-user="215873" type="text/json">{"id":215873,"first_name":"Can","last_name":"Alpaslan","domain_name":"csun","page_name":"CanAlpaslan","display_name":"Can Alpaslan","profile_url":"https://csun.academia.edu/CanAlpaslan","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_260801 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="260801"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 260801, container: ".js-paper-rank-work_260801", }); 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M., M. Babb, S. Green, \u0026 I. Mitroff (2006) “Inquiry on inquiry: Inquiry as a reflective process.” Journal of Management Inquiry, Vol. 15(1): 7-16.\r\n\r\nThis paper describes an “inquiry on inquiry.” Its subject matter is the discussions that occurred during the process of conceptualizing and writing a paper on the philosophy of organizational science in general, and organizational theories and methods in particular. These discussions reflect some of the tensions inherent in academic writing and publishing. For example, the institution of tenure puts pressure on authors to publish in the “right” journals. To appeal to these journals, the authors must test their “middle range” theories using the “right” methodologies, not venturing too far into the grandiose. The experience of co-authorships adds another set of personal and intellectual tensions, which can make the writing process even more frustrating and, at once, enlightening.","publication":null,"publication_with_fallback":null,"downloadable_attachments":[{"id":37022151,"asset_id":260801,"asset_type":"Work","always_allow_download":false,"scribd_thumbnail_url":"https://attachments.academia-assets.com/37022151/thumbnails/1.jpg","download_url":"https://d1wqtxts1xzle7.cloudfront.net/37022151/alpaslan_green_-_inquiry_on_inquiry_-_JMI-libre-libre.pdf?1426693234=\u0026response-content-disposition=attachment%3B+filename%3DInquiry_on_inquiry_Inquiry_as_a_reflecti.pdf\u0026Expires=1739832739\u0026Signature=XxidLCQcOJVpoe2pBWtnQlCfFKVhKj72Zj1lmZizgiihWetlD76lLZbWi4EuI3xd-lAji-eGPAz~PvDci7t-AL95QtO15Ks15YsoTLOplX3qHtKVmWxTmDEYteriE74zSJXWwkeQb53UtPrpteZNwarYDoOThqwhfjsVbkTTVzyVxrR3vcETIoznS9pySBT172vi69yQUJTuMz-QzoDBpYLQBkCKePsKY5~ysWSa7FtZcuQlA4mllrm6eS4hk5CqT7iHokm7-d70jS-1RYkuaX5QLsYaVMvfJl7MhlQbh8qcgGnI18lL2b0jL2u17MbNXVaaqNLz6cVdRRLkjT3brQ__\u0026Key-Pair-Id=APKAJLOHF5GGSLRBV4ZA","download_file_url":"https://www.academia.edu/attachments/37022151/download_file?st=MTczOTgyOTEzOSw4LjIyMi4yMDguMTQ2&","full_thumbnail_url":"https://0.academia-photos.com/attachment_thumbnails/37022151/mini_magick20190305-13646-1pc0olv.png?1551802465"}],"downloadable_attachments_with_full_thumbnails":[{"id":37022151,"asset_id":260801,"asset_type":"Work","always_allow_download":false,"scribd_thumbnail_url":"https://attachments.academia-assets.com/37022151/thumbnails/1.jpg","download_url":"https://d1wqtxts1xzle7.cloudfront.net/37022151/alpaslan_green_-_inquiry_on_inquiry_-_JMI-libre-libre.pdf?1426693234=\u0026response-content-disposition=attachment%3B+filename%3DInquiry_on_inquiry_Inquiry_as_a_reflecti.pdf\u0026Expires=1739832739\u0026Signature=XxidLCQcOJVpoe2pBWtnQlCfFKVhKj72Zj1lmZizgiihWetlD76lLZbWi4EuI3xd-lAji-eGPAz~PvDci7t-AL95QtO15Ks15YsoTLOplX3qHtKVmWxTmDEYteriE74zSJXWwkeQb53UtPrpteZNwarYDoOThqwhfjsVbkTTVzyVxrR3vcETIoznS9pySBT172vi69yQUJTuMz-QzoDBpYLQBkCKePsKY5~ysWSa7FtZcuQlA4mllrm6eS4hk5CqT7iHokm7-d70jS-1RYkuaX5QLsYaVMvfJl7MhlQbh8qcgGnI18lL2b0jL2u17MbNXVaaqNLz6cVdRRLkjT3brQ__\u0026Key-Pair-Id=APKAJLOHF5GGSLRBV4ZA","download_file_url":"https://www.academia.edu/attachments/37022151/download_file?st=MTczOTgyOTEzOSw4LjIyMi4yMDguMTQ2&","full_thumbnail_url":"https://0.academia-photos.com/attachment_thumbnails/37022151/mini_magick20190305-13646-1pc0olv.png?1551802465"}],"has_pdf":true,"has_fulltext":true,"page_count":11,"ordered_authors":[{"id":215873,"first_name":"Can","last_name":"Alpaslan","domain_name":"csun","page_name":"CanAlpaslan","display_name":"Can Alpaslan","profile_url":"https://csun.academia.edu/CanAlpaslan","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":821,"name":"Philosophy of Science","url":"https://www.academia.edu/Documents/in/Philosophy_of_Science","nofollow":true},{"id":11400,"name":"Philosophy of Social Science","url":"https://www.academia.edu/Documents/in/Philosophy_of_Social_Science","nofollow":true}],"publication_year":null,"publication_year_with_fallback":null,"paper_rank":null,"all_time_views":56,"active_discussion":{}}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_830154 coauthored" data-work_id="830154" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/830154/Ethics_rhetoric_and_the_self_as_an_expanding_web_of_conversations">Ethics, rhetoric, and the self as an expanding web of conversations</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This main purpose of this chapter is to invite scholars to study how language and rhetoric shape the self and constructs the interests the self seeks. The main contribution of this chapter is a re-conceptualization of the self as an... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_830154" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This main purpose of this chapter is to invite scholars to study how language and rhetoric shape the self and constructs the interests the self seeks. The main contribution of this chapter is a re-conceptualization of the self as an ever-expanding web of conversations. We draw from a variety of foundational studies to theorize that the self and its interests are at least partially constructed and shaped by conversations the self has with others.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/830154" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="14ac87728961f01f97e289dd86ebb8cd" rel="nofollow" data-download="{"attachment_id":36882315,"asset_id":830154,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/36882315/download_file?st=MTczOTgyOTE0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="215873" href="https://csun.academia.edu/CanAlpaslan">Can Alpaslan</a><script data-card-contents-for-user="215873" type="text/json">{"id":215873,"first_name":"Can","last_name":"Alpaslan","domain_name":"csun","page_name":"CanAlpaslan","display_name":"Can Alpaslan","profile_url":"https://csun.academia.edu/CanAlpaslan","photo":"/images/s65_no_pic.png"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-830154">+1</span><div class="hidden js-additional-users-830154"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://independent.academia.edu/IanMitroff">Ian Mitroff</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-830154'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-830154').html(); } } new HoverPopover(popoverSettings); })();</script></li><li class="js-paper-rank-work_830154 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="830154"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 830154, container: ".js-paper-rank-work_830154", }); });</script></li><li class="js-percentile-work_830154 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 830154; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_830154"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_830154 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="830154"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 830154; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=830154]").text(description); $(".js-view-count-work_830154").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_830154").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="830154"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="46" rel="nofollow" href="https://www.academia.edu/Documents/in/Business_Ethics">Business Ethics</a>, <script data-card-contents-for-ri="46" type="text/json">{"id":46,"name":"Business Ethics","url":"https://www.academia.edu/Documents/in/Business_Ethics","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="814" rel="nofollow" href="https://www.academia.edu/Documents/in/Ethics">Ethics</a>, <script data-card-contents-for-ri="814" type="text/json">{"id":814,"name":"Ethics","url":"https://www.academia.edu/Documents/in/Ethics","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="906" rel="nofollow" href="https://www.academia.edu/Documents/in/Applied_Ethics">Applied Ethics</a>, <script data-card-contents-for-ri="906" type="text/json">{"id":906,"name":"Applied Ethics","url":"https://www.academia.edu/Documents/in/Applied_Ethics","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="953" rel="nofollow" href="https://www.academia.edu/Documents/in/Rhetoric">Rhetoric</a><script data-card-contents-for-ri="953" type="text/json">{"id":953,"name":"Rhetoric","url":"https://www.academia.edu/Documents/in/Rhetoric","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=830154]'), work: {"id":830154,"title":"Ethics, rhetoric, and the self as an expanding web of conversations","created_at":"2011-08-13T09:40:37.747-07:00","owner_id":215873,"url":"https://www.academia.edu/830154/Ethics_rhetoric_and_the_self_as_an_expanding_web_of_conversations","slug":"Ethics_rhetoric_and_the_self_as_an_expanding_web_of_conversations","dom_id":"work_830154","summary":"This main purpose of this chapter is to invite scholars to study how language and rhetoric shape the self and constructs the interests the self seeks. The main contribution of this chapter is a re-conceptualization of the self as an ever-expanding web of conversations. We draw from a variety of foundational studies to theorize that the self and its interests are at least partially constructed and shaped by conversations the self has with others.","publication":null,"publication_with_fallback":null,"downloadable_attachments":[{"id":36882315,"asset_id":830154,"asset_type":"Work","always_allow_download":false,"scribd_thumbnail_url":"https://attachments.academia-assets.com/36882315/thumbnails/1.jpg","download_url":"https://d1wqtxts1xzle7.cloudfront.net/36882315/AlpaslanGreenMitroff_-_Self_and_Rhetoric_-_Current_Topics_in_Management_Vol_15-libre-libre.pdf?1425665452=\u0026response-content-disposition=attachment%3B+filename%3DEthics_rhetoric_and_the_self_as_an_expan.pdf\u0026Expires=1739601783\u0026Signature=fILTYK~sIwiGw~FxIBZZ2HwlnT2RXZyGPYnwZE60wn1-q7MrV-lAj7YZdOJ1X4KtmqgGyAsSjiNj4GlLJJavfn9l7S6pAsTfoeolRjYUDVuLHWkP73E8vmk0vONdoB70M6Ge3Tpy44h3ZEmsBlq0ijZfmW6KTUOOrl1S3gyO45~Jh6lfVmXLRc6Kb-ukDc7AoxU3R9PaUf7PlFbWjTUAdoqjV63lohz7BmRMBx2oJVUu~EwYQwyvYFIrFOhWiGwUCnZAoNJlpVWXUNwt6DewcRz0pwGSeK0X42qzl-s6GJepv-apaO~tPnvaHVZAzKK-xudYjNmF9hXR1wp5gTWINw__\u0026Key-Pair-Id=APKAJLOHF5GGSLRBV4ZA","download_file_url":"https://www.academia.edu/attachments/36882315/download_file?st=MTczOTgyOTE0MCw4LjIyMi4yMDguMTQ2&","full_thumbnail_url":"https://0.academia-photos.com/attachment_thumbnails/36882315/mini_magick20190306-18369-1a6r369.png?1551878765"}],"downloadable_attachments_with_full_thumbnails":[{"id":36882315,"asset_id":830154,"asset_type":"Work","always_allow_download":false,"scribd_thumbnail_url":"https://attachments.academia-assets.com/36882315/thumbnails/1.jpg","download_url":"https://d1wqtxts1xzle7.cloudfront.net/36882315/AlpaslanGreenMitroff_-_Self_and_Rhetoric_-_Current_Topics_in_Management_Vol_15-libre-libre.pdf?1425665452=\u0026response-content-disposition=attachment%3B+filename%3DEthics_rhetoric_and_the_self_as_an_expan.pdf\u0026Expires=1739601783\u0026Signature=fILTYK~sIwiGw~FxIBZZ2HwlnT2RXZyGPYnwZE60wn1-q7MrV-lAj7YZdOJ1X4KtmqgGyAsSjiNj4GlLJJavfn9l7S6pAsTfoeolRjYUDVuLHWkP73E8vmk0vONdoB70M6Ge3Tpy44h3ZEmsBlq0ijZfmW6KTUOOrl1S3gyO45~Jh6lfVmXLRc6Kb-ukDc7AoxU3R9PaUf7PlFbWjTUAdoqjV63lohz7BmRMBx2oJVUu~EwYQwyvYFIrFOhWiGwUCnZAoNJlpVWXUNwt6DewcRz0pwGSeK0X42qzl-s6GJepv-apaO~tPnvaHVZAzKK-xudYjNmF9hXR1wp5gTWINw__\u0026Key-Pair-Id=APKAJLOHF5GGSLRBV4ZA","download_file_url":"https://www.academia.edu/attachments/36882315/download_file?st=MTczOTgyOTE0MCw4LjIyMi4yMDguMTQ2&","full_thumbnail_url":"https://0.academia-photos.com/attachment_thumbnails/36882315/mini_magick20190306-18369-1a6r369.png?1551878765"}],"has_pdf":true,"has_fulltext":true,"page_count":10,"ordered_authors":[{"id":215873,"first_name":"Can","last_name":"Alpaslan","domain_name":"csun","page_name":"CanAlpaslan","display_name":"Can Alpaslan","profile_url":"https://csun.academia.edu/CanAlpaslan","photo":"/images/s65_no_pic.png"},{"id":46028935,"first_name":"Ian","last_name":"Mitroff","domain_name":"independent","page_name":"IanMitroff","display_name":"Ian Mitroff","profile_url":"https://independent.academia.edu/IanMitroff","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":46,"name":"Business Ethics","url":"https://www.academia.edu/Documents/in/Business_Ethics","nofollow":true},{"id":814,"name":"Ethics","url":"https://www.academia.edu/Documents/in/Ethics","nofollow":true},{"id":906,"name":"Applied Ethics","url":"https://www.academia.edu/Documents/in/Applied_Ethics","nofollow":true},{"id":953,"name":"Rhetoric","url":"https://www.academia.edu/Documents/in/Rhetoric","nofollow":true},{"id":972,"name":"Self and Identity","url":"https://www.academia.edu/Documents/in/Self_and_Identity"},{"id":9581,"name":"The Self","url":"https://www.academia.edu/Documents/in/The_Self"}],"publication_year":null,"publication_year_with_fallback":null,"paper_rank":null,"all_time_views":61,"active_discussion":{}}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_832127 coauthored" data-work_id="832127" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/832127/Organizational_Inquiry_as_a_Rhetorical_Process_The_Role_of_Tropes_in_Organizational_Theory_and_Methods">Organizational Inquiry as a Rhetorical Process: The Role of Tropes in Organizational Theory and Methods</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">"We develop a discursive understanding of organizational inquiry in order to challenge the status quo characterized by a positivistic approach to organizational inquiry. Specifically, we re-conceptualize organizational science as an... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_832127" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">"We develop a discursive understanding of organizational inquiry in order to challenge the status quo <br />characterized by a positivistic approach to organizational inquiry. Specifically, we re-conceptualize organizational <br />science as an inherently rhetorical process. We propose that the language of theories and methods used within a <br />particular paradigm move from figurative to literal and back to figurative, following a distinctive topological <br />sequence from metaphor to metonymy to synecdoche to irony. We also link the researchers use of four master <br />tropes to particular types of scientific reasoning as well as to particular types of scientific tools. We discuss the <br />research implications of the rhetorical model of organizational science."</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/832127" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="5541840d7282733568165be27a845334" rel="nofollow" data-download="{"attachment_id":30827619,"asset_id":832127,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/30827619/download_file?st=MTczOTgyOTE0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="215873" href="https://csun.academia.edu/CanAlpaslan">Can Alpaslan</a><script data-card-contents-for-user="215873" type="text/json">{"id":215873,"first_name":"Can","last_name":"Alpaslan","domain_name":"csun","page_name":"CanAlpaslan","display_name":"Can Alpaslan","profile_url":"https://csun.academia.edu/CanAlpaslan","photo":"/images/s65_no_pic.png"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-832127">+1</span><div class="hidden js-additional-users-832127"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://independent.academia.edu/IanMitroff">Ian Mitroff</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-832127'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-832127').html(); 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Specifically, they conceptualize control of the modern corporation as an evolving institutional field. They connect changes in the institutional field to... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_832131" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The authors examine how competing institutional logics shape institutional fields. Specifically, they conceptualize control of the modern corporation as an evolving institutional field. They connect changes in the institutional field to the rhetoric and corresponding logics put forth by various corporate stake-holders vying for control of the firm. Changes in the corporate institutional field are represented as the diffusion of takeovers and takeover defenses. Corporate control rhetoric is traced in interviews with corporate board members. The authors argue that the rhetoric of corporate control shapes and establishes dominant stakeholder groups in the institutional field. They conclude with a brief discussion of their analysis and a call for further research.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/832131" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="018c9a15352962ac52add9aa380ad73b" rel="nofollow" data-download="{"attachment_id":36913563,"asset_id":832131,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/36913563/download_file?st=MTczOTgyOTE0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="215873" href="https://csun.academia.edu/CanAlpaslan">Can Alpaslan</a><script data-card-contents-for-user="215873" type="text/json">{"id":215873,"first_name":"Can","last_name":"Alpaslan","domain_name":"csun","page_name":"CanAlpaslan","display_name":"Can Alpaslan","profile_url":"https://csun.academia.edu/CanAlpaslan","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_832131 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="832131"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 832131, container: ".js-paper-rank-work_832131", }); 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class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/832133/Crises_as_ill_structured_messes_Philosophical_issues_of_Crisis_Management">Crises as ill-structured messes: Philosophical issues of Crisis Management</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/832133" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="6ff383772de2a07cb84fe1582aa1fd12" rel="nofollow" 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itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/832134/How_prepared_are_America_s_colleges_and_universities_for_major_crises_Assessing_the_state_of_Crisis_Management">How prepared are America’s colleges and universities for major crises? Assessing the state of Crisis Management.</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Hurricane Katrina and the September 1 lth terrorist attacks alerted university leaders and governing boards to the full danger of both natural and manmade disasters. Yet the lesson should not have been needed. Like their corporate... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_832134" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Hurricane Katrina and the September 1 lth terrorist attacks alerted university leaders and governing boards to the full danger of both natural and manmade disasters. Yet the lesson should not have been needed. Like their corporate counterparts, in recent years colleges and universities have been beset by a wide variety of crises that, although not as devastating as Katrina and 9/11, have seriously damaged their infrastructures, reputations, and prestige-for instance, the University of Colorado football scandal, the harassment of female cadets at the Air Force Academy, and the 1999 Texas A&M bonfire disaster that killed 12 students and injured 27 others. And then there are the widespread and perennial crises such as grade tampering; the alteration of key files and student records; computer hacking; major fires and explosions; student unrest; civil disturbances; confrontations, sometimes violent, between students of different political, religious, and ideological viewpoints; ethical breaches by top administrators, faculty, and students; the fraudulent use of tutors by student athletes; the stealing of body parts from university medical schools; and so on.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/832134" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="3dbb56c850231f60674d42409907fe88" rel="nofollow" data-download="{"attachment_id":36944962,"asset_id":832134,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/36944962/download_file?st=MTczOTgyOTE0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="215873" href="https://csun.academia.edu/CanAlpaslan">Can Alpaslan</a><script data-card-contents-for-user="215873" type="text/json">{"id":215873,"first_name":"Can","last_name":"Alpaslan","domain_name":"csun","page_name":"CanAlpaslan","display_name":"Can Alpaslan","profile_url":"https://csun.academia.edu/CanAlpaslan","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_832134 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="832134"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 832134, container: ".js-paper-rank-work_832134", }); });</script></li><li class="js-percentile-work_832134 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 832134; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_832134"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_832134 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="832134"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 832134; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=832134]").text(description); $(".js-view-count-work_832134").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_832134").removeClass('hidden') })</script></div></li></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_875066 coauthored" data-work_id="875066" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/875066/Crises_as_Ill_Structured_Messes">Crises as Ill Structured Messes</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The field of crisis management has been seriously impeded by its failure to develop appropriate frameworks for the study of crises. This state of affairs is due at the very least to two major issues: (1) outmoded and invalid views of the... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_875066" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The field of crisis management has been seriously impeded by its failure to develop appropriate frameworks for the study of crises. This state of affairs is due at the very least to two major issues: (1) outmoded and invalid views of the nature of crises, and (2) the widespread use of outmoded and inappropriate concepts of inquiry. It is our contention that crisis management deals with problems that are inherently ill-structured.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/875066" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="b76bb9a1d568e6a8da2fa2bf36a2a8a4" rel="nofollow" data-download="{"attachment_id":5288567,"asset_id":875066,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/5288567/download_file?st=MTczOTgyOTE0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="195693" href="https://csun.academia.edu/sandygreen">sandy green</a><script data-card-contents-for-user="195693" type="text/json">{"id":195693,"first_name":"sandy","last_name":"green","domain_name":"csun","page_name":"sandygreen","display_name":"sandy green","profile_url":"https://csun.academia.edu/sandygreen","photo":"https://0.academia-photos.com/195693/46675/3817930/s65_sandy.green.jpg"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-875066">+2</span><div class="hidden js-additional-users-875066"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://independent.academia.edu/IanMitroff">Ian Mitroff</a></span></div><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://csun.academia.edu/CanAlpaslan">Can Alpaslan</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-875066'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-875066').html(); 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management","url":"https://www.academia.edu/Documents/in/Crisis_communication_and_management","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5521" rel="nofollow" href="https://www.academia.edu/Documents/in/Crisis_Management">Crisis Management</a>, <script data-card-contents-for-ri="5521" type="text/json">{"id":5521,"name":"Crisis Management","url":"https://www.academia.edu/Documents/in/Crisis_Management","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="56429" rel="nofollow" href="https://www.academia.edu/Documents/in/Crisis">Crisis</a><script data-card-contents-for-ri="56429" type="text/json">{"id":56429,"name":"Crisis","url":"https://www.academia.edu/Documents/in/Crisis","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=1956646]'), work: {"id":1956646,"title":"Imagining an Education in Crisis 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href="https://www.academia.edu/2857352/The_Organizational_Whisperer_What_Animal_and_Human_Behaviour_Can_Teach_Us_About_Producing_Healthy_People_and_Integral_Organizations">The Organizational Whisperer: What Animal and Human Behaviour Can Teach Us About Producing Healthy People and Integral Organizations</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">In dog training, most people conceive of obedience simply as something the dog does in response to his handler: the dog is the one who is obedient or not. This is only half of what real obedience is.'Obedience'comes from the Latin word... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_2857352" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">In dog training, most people conceive of obedience simply as something the dog does in response to his handler: the dog is the one who is obedient or not. This is only half of what real obedience is.'Obedience'comes from the Latin word oboedire which in turn is cognate to obaudier, meaning 'to listen, to hear'; by extension, this always implies acting on what is heard. Contrary to popularthought, obedience is as much your responsibility as it is your dog's–even more so, since you are</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/2857352" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="577e634a5691cd7e5589d5d92f8a64c6" rel="nofollow" data-download="{"attachment_id":30798291,"asset_id":2857352,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/30798291/download_file?st=MTczOTgyOTE0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="215873" href="https://csun.academia.edu/CanAlpaslan">Can Alpaslan</a><script data-card-contents-for-user="215873" type="text/json">{"id":215873,"first_name":"Can","last_name":"Alpaslan","domain_name":"csun","page_name":"CanAlpaslan","display_name":"Can Alpaslan","profile_url":"https://csun.academia.edu/CanAlpaslan","photo":"/images/s65_no_pic.png"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-2857352">+1</span><div class="hidden js-additional-users-2857352"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://csun.academia.edu/sandygreen">sandy green</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-2857352'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-2857352').html(); } } new HoverPopover(popoverSettings); })();</script></li><li class="js-paper-rank-work_2857352 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="2857352"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 2857352, container: ".js-paper-rank-work_2857352", }); });</script></li><li class="js-percentile-work_2857352 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 2857352; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_2857352"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_2857352 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="2857352"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 2857352; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=2857352]").text(description); $(".js-view-count-work_2857352").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_2857352").removeClass('hidden') })</script></div></li></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_2857361" data-work_id="2857361" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/2857361/Vulnerability_Management_for_Enterprises_The_Impact_of_Ethical_Orientation_of_Enterprises_on_their_Ability_to_Manage">Vulnerability Management for Enterprises: The Impact of Ethical Orientation of Enterprises on their Ability to Manage</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">EXECUTIVE SUMMARY: There is a strong relationship between an organization's ethical orientation and its preparation for crises including those caused by terrorist attacks. This relationship was investigated by studying the crisis... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_2857361" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">EXECUTIVE SUMMARY: There is a strong relationship between an organization's ethical orientation and its preparation for crises including those caused by terrorist attacks. This relationship was investigated by studying the crisis management behavior of Fortune 1000 companies before and just after 9/11. The study also included a one-year and two-year follow-up questionnaire as well.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/2857361" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="84953fe95bd3513f2ed7b2f784534b29" rel="nofollow" data-download="{"attachment_id":30798293,"asset_id":2857361,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/30798293/download_file?st=MTczOTgyOTE0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="215873" href="https://csun.academia.edu/CanAlpaslan">Can Alpaslan</a><script data-card-contents-for-user="215873" type="text/json">{"id":215873,"first_name":"Can","last_name":"Alpaslan","domain_name":"csun","page_name":"CanAlpaslan","display_name":"Can Alpaslan","profile_url":"https://csun.academia.edu/CanAlpaslan","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_2857361 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="2857361"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 2857361, container: ".js-paper-rank-work_2857361", }); 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$(".js-view-count[data-work-id=2857361]").text(description); $(".js-view-count-work_2857361").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_2857361").removeClass('hidden') })</script></div></li></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_6676271" data-work_id="6676271" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/6676271/Everybodys_Business_Reclaiming_True_Management_Skills_in_Business_Higher_Education">Everybody's Business: Reclaiming True Management Skills in Business Higher Education</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/6676271" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="8eb5f9eff9047f16df5340d6f9ad5433" rel="nofollow" data-download="{"attachment_id":44703125,"asset_id":6676271,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/44703125/download_file?st=MTczOTgyOTE0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="215873" href="https://csun.academia.edu/CanAlpaslan">Can Alpaslan</a><script data-card-contents-for-user="215873" type="text/json">{"id":215873,"first_name":"Can","last_name":"Alpaslan","domain_name":"csun","page_name":"CanAlpaslan","display_name":"Can Alpaslan","profile_url":"https://csun.academia.edu/CanAlpaslan","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_6676271 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="6676271"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 6676271, container: ".js-paper-rank-work_6676271", }); });</script></li><li class="js-percentile-work_6676271 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 6676271; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_6676271"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_6676271 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="6676271"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 6676271; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=6676271]").text(description); $(".js-view-count-work_6676271").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_6676271").removeClass('hidden') })</script></div></li></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_12098293 coauthored" data-work_id="12098293" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/12098293/A_Meta_analytic_Review_of_Ethical_Leadership_Outcomes_and_Moderators">A Meta-analytic Review of Ethical Leadership Outcomes and Moderators</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">A growing body of research suggests that follower perceptions of ethical leadership are associated with beneficial follower outcomes. However, some empirical researchers have found contradictory results. In this study, we use social... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_12098293" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">A growing body of research suggests that follower<br />perceptions of ethical leadership are associated with<br />beneficial follower outcomes. However, some empirical<br />researchers have found contradictory results. In this study,<br />we use social learning and social exchange theories to test<br />the relationship between ethical leadership and follower<br />work outcomes. Our results suggest that ethical leadership<br />is related positively to numerous follower outcomes such<br />as perceptions of leader interactional fairness and follower<br />ethical behavior. Furthermore, we explore how ethical<br />leadership relates to and is different from other leadership<br />styles such as transformational and transactional leadership.<br />Results suggest that ethical leadership is positively<br />associated with transformational leadership and the contingent<br />reward dimension of transactional leadership. With<br />respect to the moderators, our results show mixed evidence<br />for publication bias. Finally, geographical locations of<br />study samples moderated some of the relationships between<br />ethical leadership and follower outcomes, and employee<br />samples from public sector organizations showed<br />stronger mean corrected correlations for ethical leadership–<br />follower outcome relationships.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/12098293" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="863884ada2845bf5e1521991897a3368" rel="nofollow" data-download="{"attachment_id":37415386,"asset_id":12098293,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/37415386/download_file?st=MTczOTgyOTE0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="6223318" href="https://wwu.academia.edu/AkankshaBedi">Akanksha Bedi</a><script data-card-contents-for-user="6223318" type="text/json">{"id":6223318,"first_name":"Akanksha","last_name":"Bedi","domain_name":"wwu","page_name":"AkankshaBedi","display_name":"Akanksha Bedi","profile_url":"https://wwu.academia.edu/AkankshaBedi","photo":"/images/s65_no_pic.png"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-12098293">+2</span><div class="hidden js-additional-users-12098293"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://csun.academia.edu/sandygreen">sandy green</a></span></div><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://csun.academia.edu/CanAlpaslan">Can Alpaslan</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-12098293'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-12098293').html(); 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container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_12098293 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="12098293"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 12098293; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=12098293]").text(description); $(".js-view-count-work_12098293").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_12098293").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="12098293"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">2</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="6482" rel="nofollow" href="https://www.academia.edu/Documents/in/Meta-Analysis_and_Systematic_Review">Meta-Analysis and Systematic Review</a>, <script data-card-contents-for-ri="6482" type="text/json">{"id":6482,"name":"Meta-Analysis and Systematic Review","url":"https://www.academia.edu/Documents/in/Meta-Analysis_and_Systematic_Review","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="329310" rel="nofollow" href="https://www.academia.edu/Documents/in/Ethical_Leadership">Ethical Leadership</a><script data-card-contents-for-ri="329310" type="text/json">{"id":329310,"name":"Ethical Leadership","url":"https://www.academia.edu/Documents/in/Ethical_Leadership","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=12098293]'), work: {"id":12098293,"title":"A Meta-analytic Review of Ethical Leadership Outcomes and Moderators","created_at":"2015-04-24T21:26:49.941-07:00","owner_id":6223318,"url":"https://www.academia.edu/12098293/A_Meta_analytic_Review_of_Ethical_Leadership_Outcomes_and_Moderators","slug":"A_Meta_analytic_Review_of_Ethical_Leadership_Outcomes_and_Moderators","dom_id":"work_12098293","summary":"A growing body of research suggests that follower\nperceptions of ethical leadership are associated with\nbeneficial follower outcomes. However, some empirical\nresearchers have found contradictory results. In this study,\nwe use social learning and social exchange theories to test\nthe relationship between ethical leadership and follower\nwork outcomes. Our results suggest that ethical leadership\nis related positively to numerous follower outcomes such\nas perceptions of leader interactional fairness and follower\nethical behavior. Furthermore, we explore how ethical\nleadership relates to and is different from other leadership\nstyles such as transformational and transactional leadership.\nResults suggest that ethical leadership is positively\nassociated with transformational leadership and the contingent\nreward dimension of transactional leadership. With\nrespect to the moderators, our results show mixed evidence\nfor publication bias. 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conflict with several prima facie duties such as reparation,... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_24368923" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">I argue that, in the context of crises, the shareholder value maximisation model, the dominant form of corporate governance, may lead to decisions and behaviours that are in conflict with several prima facie duties such as reparation, beneficence and non-maleficence. Drawing on a typology of crisis response and a typology of crises, I contrast the shareholder value maximisation model, which treats the ethical customs of a society as a constraint, with the stakeholder model of corporate governance, which treats ethical customs as an objective. I suggest that, in the context of crises, the stakeholder model may be the ethically more appropriate choice of corporate governance.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/24368923" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="152a02a813b9dbbec86097eaa88aaa38" rel="nofollow" data-download="{"attachment_id":44699809,"asset_id":24368923,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/44699809/download_file?st=MTczOTgyOTE0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="215873" href="https://csun.academia.edu/CanAlpaslan">Can Alpaslan</a><script data-card-contents-for-user="215873" type="text/json">{"id":215873,"first_name":"Can","last_name":"Alpaslan","domain_name":"csun","page_name":"CanAlpaslan","display_name":"Can Alpaslan","profile_url":"https://csun.academia.edu/CanAlpaslan","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_24368923 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="24368923"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 24368923, container: ".js-paper-rank-work_24368923", }); 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Drawing on a typology of crisis response and a typology of crises, I contrast the shareholder value maximisation model, which treats the ethical customs of a society as a constraint, with the stakeholder model of corporate governance, which treats ethical customs as an objective. 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