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Responsible Management: Engaging Moral Reflexive Practice Through Threshold Concepts

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  • Paul Hibbert
  • Ann Cunliffe

Abstract

In this conceptual paper we argue that, to date, principles of responsible management have not impacted practice as anticipated because of a disconnect between knowledge and practice. This disconnect means that an awareness of ethical concerns, by itself, does not help students take personal responsibility for their actions. We suggest that an abstract knowledge of principles has to be supplemented by an engaged understanding of the responsibility of managers and leaders to actively challenge irresponsible practices. We argue that a form of moral reflexive practice drawing on an understanding of threshold concepts is central to responsible management, and provides a gateway to transformative learning. Our conceptual argument leads to implications for management and professional education. Copyright Springer Science+Business Media Dordrecht 2015

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  • Paul Hibbert & Ann Cunliffe, 2015. "Responsible Management: Engaging Moral Reflexive Practice Through Threshold Concepts," Journal of Business Ethics, Springer, vol. 127(1), pages 177-188, March.
    • Handle: RePEc:kap:jbuset:v:127:y:2015:i:1:p:177-188
    DOI: 10.1007/s10551-013-1993-7
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    References listed on IDEAS

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    1. Mollie Painter-Morland, 2006. "Redefining Accountability As Relational Responsiveness," Journal of Business Ethics, Springer, vol. 66(1), pages 89-98, June.
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    6. Lynette Osiemo, 2012. "Developing Responsible Leaders: The University at the Service of the Person," Journal of Business Ethics, Springer, vol. 108(2), pages 131-143, June.
    7. Karin Garrety, 2008. "Organisational Control and the Self: Critiques and Normative Expectations," Journal of Business Ethics, Springer, vol. 82(1), pages 93-106, September.
    8. Thomas Maak & Nicola M. Pless, 2006. "Responsible Leadership in a Stakeholder Society – A Relational Perspective," Journal of Business Ethics, Springer, vol. 66(1), pages 99-115, June.
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    Cited by:

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