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Collective Myopia and Disciplinary Power Behind the Scenes of Unethical Practices: A Diagnostic Theory on Japanese Organization

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  • Nobuyuki Chikudate

Abstract

This study draws on multiple writings to offer a new conceptualization, one that aids in the assessment of unethical practices. Traditionally, phenomenology and the sociology of knowledge have focused on perception, cognition and common sense. Ethnomethodology has focused on procedural infrastructures of ordinary lives. This article combines concepts and ideas from these methodologies in the general concept of ‘collective myopia’ with some Habermasian and Foucaultian influences. The conceptualization focuses on normative controls operating behind the scenes of unethical practices in Japanese business. The contributions of national culture to the crimes are omitted as much as possible to establish a position of general theory. The conceptualization is then applied to examine the case of the Dai‐ichi Kangyo Bank, which was linked to racketeering in 1997.

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  • Nobuyuki Chikudate, 2002. "Collective Myopia and Disciplinary Power Behind the Scenes of Unethical Practices: A Diagnostic Theory on Japanese Organization," Journal of Management Studies, Wiley Blackwell, vol. 39(3), pages 289-307, May.
    • Handle: RePEc:bla:jomstd:v:39:y:2002:i:3:p:289-307
    DOI: 10.1111/1467-6486.00293
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    Cited by:

    1. Heungsik Park & John Blenkinsopp & M. Oktem & Ugur Omurgonulsen, 2008. "Cultural Orientation and Attitudes Toward Different Forms of Whistleblowing: A Comparison of South Korea, Turkey, and the U.K," Journal of Business Ethics, Springer, vol. 82(4), pages 929-939, November.
    2. Lynn Godkin, 2015. "Mid-Management, Employee Engagement, and the Generation of Reliable Sustainable Corporate Social Responsibility," Journal of Business Ethics, Springer, vol. 130(1), pages 15-28, August.

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