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The Integral Common Good: Implications for Melé’s Seven Key Practices of Humanistic Management

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  • Bruno Dyck

    (University of Manitoba)

Abstract

This paper discusses three generic types or ways of understanding the common good found in the literature, and then describes the implications of the integral common good for seven key practices of humanistic management. In particular, compared to conventional management, an approach to humanistic management based on the integral common good tends to: 1) have institutional mission and vision statements that are developed by multiple stakeholders that emphasize social and ecological well-being ahead of financial well-being; 2) have a strategic orientation that emphasizes collaboration, “minimizer” and “transformer” generic strategies, a Radical Resource Based View, and uses Porter’s five forces as a way to foster collaboration; 3) structure organizations based on experimentation, sensitization, dignification, and participation (rather than on standardization, specialization, centralization, and departmentalization); 4) develop control systems based on value loops (vs value chains) that seek to enhance the flourishing of multiple stakeholders; 5) emphasize multi-directional multi-stakeholder communication; 6) invite all stakeholders to participate in making decisions, including developing and choosing alternatives; 7) foster leadership based on socialized power, a focus on SMART 2.0 goals, a desire to ensure everyone is treated fairly, and an emphasis on relationships that nurture community and the integral common good. Implications for research and teaching are discussed.

Suggested Citation

  • Bruno Dyck, 2020. "The Integral Common Good: Implications for Melé’s Seven Key Practices of Humanistic Management," Humanistic Management Journal, Springer, vol. 5(1), pages 7-23, July.
    • Handle: RePEc:spr:humman:v:5:y:2020:i:1:d:10.1007_s41463-020-00083-w
    DOI: 10.1007/s41463-020-00083-w
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    References listed on IDEAS

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    1. Claus Dierksmeier, 2016. "What is ‘Humanistic’ About Humanistic Management?," Humanistic Management Journal, Springer, vol. 1(1), pages 9-32, September.
    2. Chris Laszlo, 2019. "Strengthening Humanistic Management," Humanistic Management Journal, Springer, vol. 4(1), pages 85-94, July.
    3. Felix Martin, 2011. "Human Development and the Pursuit of the Common Good: Social Psychology or Aristotelian Virtue Ethics?," Journal of Business Ethics, Springer, vol. 100(1), pages 89-98, March.
    4. Surendra Arjoon & Alvaro Turriago-Hoyos & Ulf Thoene, 2018. "Virtuousness and the Common Good as a Conceptual Framework for Harmonizing the Goals of the Individual, Organizations, and the Economy," Journal of Business Ethics, Springer, vol. 147(1), pages 143-163, January.
    5. Dotan Leshem, 2016. "Retrospectives: What Did the Ancient Greeks Mean by Oikonomia?," Journal of Economic Perspectives, American Economic Association, vol. 30(1), pages 225-238, Winter.
    6. Dirk C. Moosmayer & Sandra Waddock & Long Wang & Matthias P. Hühn & Claus Dierksmeier & Christopher Gohl, 2019. "Leaving the Road to Abilene: A Pragmatic Approach to Addressing the Normative Paradox of Responsible Management Education," Journal of Business Ethics, Springer, vol. 157(4), pages 913-932, July.
    7. Geoffrey Bell & Bruno Dyck, 2011. "Conventional Resource-Based Theory and its Radical Alternative: A Less Materialist-Individualist Approach to Strategy," Journal of Business Ethics, Springer, vol. 99(1), pages 121-130, February.
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    Cited by:

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    3. Bruno Dyck & Rajesh V. Manchanda, 2021. "Sustainable marketing based on virtue ethics: addressing socio-ecological challenges facing humankind," AMS Review, Springer;Academy of Marketing Science, vol. 11(1), pages 115-132, June.

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