Phronetic improvisation: A virtue ethics perspective

IF 2.8 3区 管理学 Q2 MANAGEMENT
Demetris Hadjimichael, H. Tsoukas
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引用次数: 2

Abstract

Traditional approaches to organizational improvisation treat it as a merely functional response to environmental constrains and unforeseen disruptions, neglecting its moral dimension, especially the valued ends improvisers aim to achieve. We attempt to address this gap by drawing on virtue ethics. In particular, we explore how phronetic improvisation is accomplished by drawing on the diary of an emergency-room physician, in which she describes her (and colleagues’) experience of dealing with Covid-19 in a New York Hospital, during the first spike in March–April 2020. We argue that improvisation is phronetic insofar as practitioners actively care for the valued ends of their practice. In particular, practitioners seek to phronetically fulfil the internal goods of their practice, while complying with institutional demands, in the context of coping with situational exigencies. Phronetic improvisation involves paying attention to what is salient in the situation at hand, while informed by an open-ended commitment to valued ends and constrained by scarce resources, and driven by a willingness to meet what is at stake through adapting general knowledge to situational demands. Such an inventive process may involve reshaping the original internal goods of the practice, in light of important institutional constrains.
Phronetic即兴创作:美德伦理学视角
传统的组织即兴创作方法将其视为对环境约束和不可预见的破坏的功能性回应,忽视了其道德层面,尤其是即兴创作者旨在实现的有价值的目的。我们试图通过借鉴美德伦理来解决这一差距。特别是,我们通过借鉴一位急诊室医生的日记来探索如何完成假腔即兴创作,她在日记中描述了她(和同事)在2020年3月至4月第一次高峰期间在纽约医院应对新冠肺炎的经历。我们认为,即兴创作是一种假象,因为从业者积极关心他们实践的有价值的目的。特别是,从业者在应对形势紧急情况的背景下,寻求在遵守制度要求的同时,以虚拟的方式实现其实践的内部成果。短语即兴创作涉及关注当前局势中的突出问题,同时受到对有价值目标的无限承诺的影响,受到稀缺资源的限制,并通过将一般知识适应形势需求来满足利害关系的意愿。这种创造性的过程可能涉及根据重要的制度约束,重塑实践的原始内部产品。
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来源期刊
Management Learning
Management Learning MANAGEMENT-
CiteScore
6.10
自引率
29.20%
发文量
42
期刊介绍: The nature of management learning - the nature of individual and organizational learning, and the relationships between them; "learning" organizations; learning from the past and for the future; the changing nature of management, of organizations, and of learning The process of learning - learning methods and techniques; processes of thinking; experience and learning; perception and reasoning; agendas of management learning Learning and outcomes - the nature of managerial knowledge, thinking, learning and action; ethics values and skills; expertise; competence; personal and organizational change
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