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Prof. Sandra Waddock
Boston College

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0 Narrative
0 Social Sciences
0 Economics and business
0 Management Education
0 System transformation

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System transformation

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Original research
Published: 14 June 2021 in Humanistic Management Journal
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There is increasing attention to the idea of bringing about what is termed a wellbeing economy, and recognition that a coherent story or narrative is important in countering the strength of today’s dominant economic narrative--neoliberalism. Yet there has been relatively little consensus on what such an idea might mean in practice, despite the proliferation of many different initiatives attempting to bring such an economy about. Many of these initiatives have allied with an aggregator called WEAll, the Wellbeing Economy Alliance. In an effort to determine what new economics/next economies initiatives mean by wellbeing economy, this study assesses the statements provided by WEAll allies to WEAll when seeking membership to see whether there is a consistent narrative about wellbeing economy that emerges. Four nuanced, yet related, versions of the wellbeing economy narrative emerged. “Transformation” is mainly a critique of business as usual, emphasizing transformation towards a wellbeing economy that critiques neoliberalism and emphasizes wellbeing of all people. The Nature-Centric or Planetary Boundaries perspective takes a more ecological perspective, emphasizing humanity’s need to live and operate within planetary boundaries. The Good Life or People-Centric perspective offers a people-oriented narrative that emphasizes sustainability while ensuring that basic needs of all are met. The Integrated perspective is an integrated life-centered perspective that combines these interests and focuses on the wellbeing of both people and planet, recognizing the complexity and holistic nature of that task.

ACS Style

Sandra Waddock. Wellbeing Economics Narratives for a Sustainable Future. Humanistic Management Journal 2021, 6, 151 -167.

AMA Style

Sandra Waddock. Wellbeing Economics Narratives for a Sustainable Future. Humanistic Management Journal. 2021; 6 (2):151-167.

Chicago/Turabian Style

Sandra Waddock. 2021. "Wellbeing Economics Narratives for a Sustainable Future." Humanistic Management Journal 6, no. 2: 151-167.

Journal article
Published: 14 September 2020 in Sustainability
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This article offers a framework for economics that affirms life to replace the flawed yet dominant paradigm of neoliberal economics. Building an argument for a new set of core memes—core ideas that are the building blocks of stories and narratives (like neoliberalism)—this article presents a proposed set of economics memes that support life drawn from a wide range of sources. The framework’s six memes are: stewardship of the whole; co-creating collective value; governance through cosmopolitan-localism; regeneration, reciprocity, and circularity; relationship and connectedness; and equitable markets and trade, all of which are consistent in supporting other recent economics framings like ‘doughnut economics’.

ACS Style

Sandra Waddock. Reframing and Transforming Economics around Life. Sustainability 2020, 12, 7553 .

AMA Style

Sandra Waddock. Reframing and Transforming Economics around Life. Sustainability. 2020; 12 (18):7553.

Chicago/Turabian Style

Sandra Waddock. 2020. "Reframing and Transforming Economics around Life." Sustainability 12, no. 18: 7553.

Viewpoint
Published: 29 July 2020 in Sustainability
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Meeting today’s grand challenges means changing the economics paradigm that informs both business practice and business/management education. This paper asks whether business schools meet the challenges of the 21st century and argues not without shifting away from the core—neoliberal—paradigm of economics. This essay makes the following argument. Paradigms shape narratives. Changing core narratives is a powerful lever for transformation. Narratives are constructed of core ideas (memes) that replicate readily from mind to mind. Neoliberalism’s memes are pervasive and highly resonant in business schools. To move towards sustainability, the fundamentals taught in business school need to shift away from neoliberalism’s tenets towards what gives life to economic systems. From a theory perspective, neoliberalism’s lack of attention to social and ecological consequences of economic activity plays a large part in shaping today’s crises, including the pandemic, climate change, and biodiversity loss. A new/next economics paradigm is needed that shifts away from an emphasis on only financial wealth and constant economic growth on a finite plant towards life-centered economies that foster wellbeing and flourishing for all, creating what scholars call collective value. The result of this analysis is a conceptualization supporting new memes that include collaboration and competition, stewardship of the whole system, a cosmopolitan to local sensibility, and recognition of humanity’s deep embeddedness and connection with other people, other beings, and nature. The article concludes that business schools need to meet this challenge head on, changing the fundamentals of what is taught and why.

ACS Style

Sandra Waddock. Will Businesses and Business Schools Meet the Grand Challenges of the Era? Sustainability 2020, 12, 6083 .

AMA Style

Sandra Waddock. Will Businesses and Business Schools Meet the Grand Challenges of the Era? Sustainability. 2020; 12 (15):6083.

Chicago/Turabian Style

Sandra Waddock. 2020. "Will Businesses and Business Schools Meet the Grand Challenges of the Era?" Sustainability 12, no. 15: 6083.

Journal article
Published: 24 April 2020 in Global Sustainability
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Non-technical summary Achieving sustainability requires that businesses transform; however, it is virtually impossible in today's competitive environment for individual businesses to do what is needed to bring about systemic transformation. Instead, it is the context around businesses, including the public policy environment and changes by major actors, which must shift so that the pressures, constraints and demands on businesses can epimimetically drive their competitive instincts in the direction of wellbeing for all.

ACS Style

Sandra Waddock. Achieving sustainability requires systemic business transformation. Global Sustainability 2020, 3, 1 .

AMA Style

Sandra Waddock. Achieving sustainability requires systemic business transformation. Global Sustainability. 2020; 3 ():1.

Chicago/Turabian Style

Sandra Waddock. 2020. "Achieving sustainability requires systemic business transformation." Global Sustainability 3, no. : 1.

Articles
Published: 05 March 2020 in Journal of Change Management
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The dire condition of planetary systems, growing inequality, and other grand challenges seem to make system transformation, either purposeful or not, inevitable. This paper argues transformation agents using approaches that involve seeing the system and its patterns, sensemaking that constructs new narratives and stories about the system built on resonant memes, and connecting across a range of boundaries are necessary for purposeful transformation towards human and planetary wellbeing. The paper further argues that it is such purposeful transformation towards global goals around wellbeing for all (including non-humans) that is needed. MAD Statement The world is in significant trouble in its future capacity to support human civilization as we know it. There is growing recognition that major and purposeful systemic transformation of human systems, e.g. economic, social, and human-nature interact, is needed. Transformation change agents can purposefully work toward system transformations using approaches of seeing and making sense of the current system to figure out where leverage points for change are, creating new stories and memes that resonate broadly through sensemaking processes, and connect actors already working toward similar ends.

ACS Style

Sandra Waddock. Thinking Transformational System Change. Journal of Change Management 2020, 20, 189 -201.

AMA Style

Sandra Waddock. Thinking Transformational System Change. Journal of Change Management. 2020; 20 (3):189-201.

Chicago/Turabian Style

Sandra Waddock. 2020. "Thinking Transformational System Change." Journal of Change Management 20, no. 3: 189-201.

Research article
Published: 28 February 2020 in Business & Society
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It is becoming clear that many of today’s management theories are inadequate theoretically and practically to move understanding, scholarship, and practice to where it needs to be for scholars, business leaders, and policy makers to cope with an increasing fraught world. This Special Issue’s focus is on sustainability. Sustainability challenges need to incorporate multidisciplinary interventions and the trans- and interdisciplinary nature of solutions. To actively seek transformation toward sustainability, fundamental and innovative short-term as well as long-term efforts are required in society, economy, technology, and education, including our understanding of human behavior and attitudes toward the management of the environment. This introductory piece presents natural science theories as a promising approach for achieving progress toward transformation for sustainability.

ACS Style

David Wasieleski; Sandra Waddock; Tim Fort; Nuno Guimaraes da Costa. Natural Sciences, Management Theory, and System Transformation for Sustainability. Business & Society 2020, 60, 7 -25.

AMA Style

David Wasieleski, Sandra Waddock, Tim Fort, Nuno Guimaraes da Costa. Natural Sciences, Management Theory, and System Transformation for Sustainability. Business & Society. 2020; 60 (1):7-25.

Chicago/Turabian Style

David Wasieleski; Sandra Waddock; Tim Fort; Nuno Guimaraes da Costa. 2020. "Natural Sciences, Management Theory, and System Transformation for Sustainability." Business & Society 60, no. 1: 7-25.

Research article
Published: 05 May 2019 in Organization & Environment
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This article argues that the capacity to create the large system change needed to deal with “grand challenges” like the Sustainable Development Goals, sustainability, or climate change can be enhanced by understanding and applying a core set of principles, drawn from multiple sources and levels of analysis that have explored the question of “what gives life.” These sources all—albeit in different ways—apply the question, what “gives life” to different types of systems, and how this relates to the (so far as we know) uniquely human capacity for reflection. We identify six principles that “give life” to systems—intentional generativity, permeable containment, emerging novelty, contextual interconnectedness and requisite diversity, mutually enhancing wholeness, and proprioceptive consciousness—then provide guidance for change agents and scholars, as well as an illustrative example of the principles in action. These six principles provide a foundation for thinking about how to create flourishing human systems in organizations, social change, and global sustainability transformation.

ACS Style

Sandra Waddock; Petra Kuenkel. What Gives Life to Large System Change? Organization & Environment 2019, 33, 342 -358.

AMA Style

Sandra Waddock, Petra Kuenkel. What Gives Life to Large System Change? Organization & Environment. 2019; 33 (3):342-358.

Chicago/Turabian Style

Sandra Waddock; Petra Kuenkel. 2019. "What Gives Life to Large System Change?" Organization & Environment 33, no. 3: 342-358.

Original research
Published: 20 June 2018 in Humanistic Management Journal
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Efforts to reorient narratives about today’s socio-economic systems along humanistic or eco-friendly lines are built on core units of culture called memes. This paper explores the memes used by progressive socio-economic initiatives to assess whether they are consistently and powerfully deployed, using the aspirational statements of 126 different initiatives, sorted into nine categories. The memes (in this case, words) used by these initiatives demonstrate lack of consistency and lack of potentially resonant memes overall. Aspirational statements from both progressive and conservative think tanks are then compared to see whether their messaging is consistently developed in their aspirational statements. Results indicate that memes associated with the neoliberal narrative are considerably more consistently used by conservative think tanks than is any coherent or consistent messaging by progressive think tanks, a finding that becomes more powerful when two- and three-word meme sets are considered.

ACS Style

Sandra Waddock. Narrative, Memes, and the Prospect of Large Systems Change. Humanistic Management Journal 2018, 3, 17 -45.

AMA Style

Sandra Waddock. Narrative, Memes, and the Prospect of Large Systems Change. Humanistic Management Journal. 2018; 3 (1):17-45.

Chicago/Turabian Style

Sandra Waddock. 2018. "Narrative, Memes, and the Prospect of Large Systems Change." Humanistic Management Journal 3, no. 1: 17-45.

Book part
Published: 28 May 2018 in Corporate Social Responsibility
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Learning Objectives • Understand what different types of CSR standards exist. • Explain how to judge the democratic legitimacy of CSR standards. • Discuss in what ways CSR standards can impact firms and consumers. • Distinguish different types of critique raised against CSR standards. • Understand the problems and benefits created by the UN Global Compact. Introduction: The Emergence of Private Regulation In the 1980s, a number of non-governmental organisations (NGOs) organised consumer boycotts against major retailers that were selling products based on tropical woods. The main goal was to tackle deforestation and associated problems (e.g. carbon sequestration). Some NGOs, such as Friends of the Earth, even started to introduce their own labelling and certification schemes. However, as the sourcing of tropical woods is based on long and complex commodity chains, these first attempts to regulate deforestation through voluntary measures remained without much impact. NGOs were convinced that intergovernmental action was needed; they lobbied the International Tropical Timber Organization (ITTO) to adopt a legally binding and government-sanctioned certification scheme. Some hoped that negotiations at the 1992 Earth Summit in Rio de Janeiro would produce such an intergovernmental agreement. Yet, governments showed little interest in adopting a legally binding forest convention that would have helped to tackle the negative effects of deforestation (Gulbrandsen, 2012). As a response, some environmental NGOs (most notably World Wide Fund for Nature (WWF)) were convinced that without the voluntary participation of major industry players (e.g. retailers and manufacturers), a wide-ranging certification programme could not be established. In 1993, a number of parties, including social and environmental NGOs, industry representatives and auditors, met in Toronto to launch the first voluntary certification standard to regulate deforestation: the Forest Stewardship Council (FSC) was born. The FSC example points to one consequence of the globalisation of business activity. While companies can split their value chain activities across countries (e.g. to reap the benefits of low wages and access to natural resources), governmental regulation is often still bound to national borders, impeding the effective regulation of transnational social and environmental problems. The emergence of such governance gaps (i.e. areas in which governments and intergovernmental institutions do not contribute much, if at all, to problem solutions) has spurred the proliferation of private global business regulation. Such regulation is usually based on the adoption of voluntary CSR standards, including principles, certification, reporting and process standards, which firms voluntarily join.

ACS Style

Andreas Rasche; Sandra Waddock; Mette Morsing; Jeremy Moon. Standards for CSR: Legitimacy, Impact and Critique. Corporate Social Responsibility 2018, 163 -186.

AMA Style

Andreas Rasche, Sandra Waddock, Mette Morsing, Jeremy Moon. Standards for CSR: Legitimacy, Impact and Critique. Corporate Social Responsibility. 2018; ():163-186.

Chicago/Turabian Style

Andreas Rasche; Sandra Waddock; Mette Morsing; Jeremy Moon. 2018. "Standards for CSR: Legitimacy, Impact and Critique." Corporate Social Responsibility , no. : 163-186.

Journal article
Published: 01 May 2018 in AI Practitioner
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ACS Style

Gerard Farias; Sandra Waddock. Leaders as Activists for a Flourishing Planet. AI Practitioner 2018, 20, 77 -90.

AMA Style

Gerard Farias, Sandra Waddock. Leaders as Activists for a Flourishing Planet. AI Practitioner. 2018; 20 (2):77-90.

Chicago/Turabian Style

Gerard Farias; Sandra Waddock. 2018. "Leaders as Activists for a Flourishing Planet." AI Practitioner 20, no. 2: 77-90.

Reference work
Published: 28 March 2018 in Global Encyclopedia of Public Administration, Public Policy, and Governance
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ACS Style

Sandra Waddock. Shamanic Leadership. Global Encyclopedia of Public Administration, Public Policy, and Governance 2018, 1 -6.

AMA Style

Sandra Waddock. Shamanic Leadership. Global Encyclopedia of Public Administration, Public Policy, and Governance. 2018; ():1-6.

Chicago/Turabian Style

Sandra Waddock. 2018. "Shamanic Leadership." Global Encyclopedia of Public Administration, Public Policy, and Governance , no. : 1-6.

Original research
Published: 14 December 2017 in Humanistic Management Journal
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We advance a framework of three types of “retreats” – reflective, relational, and inspirational – that social change agents can use to sustain themselves through challenges inherent in their work. Retreats are defined as intentionally crafted spaces that provide opportunities for reflective practices, relational presence, and inspirational resources. The retreats framework is based on the experiences of a set of successful social entrepreneurs who have played a prominent role in establishing new organizations at the intersection of business in society. We bridge ideas of humanistic management, integral practice, and positive organizational scholarship to identify and detail the personal practices that enable social change agents to fortify themselves as they work toward establishing new institutions and successfully implementing impactful work over time. Findings from this study suggest that the ability for social change agents to sustain themselves is facilitated through the cultivation of retreats that enable these individuals to persevere through adversity in organizational settings, build resilience, advance personal well-being, contribute to humanity’s welfare, and achieve success in their transformational endeavors.

ACS Style

Erica L. Steckler; Sandra Waddock. Self-Sustaining Practices of Successful Social Change Agents: A Retreats Framework for Supporting Transformational Change. Humanistic Management Journal 2017, 2, 171 -198.

AMA Style

Erica L. Steckler, Sandra Waddock. Self-Sustaining Practices of Successful Social Change Agents: A Retreats Framework for Supporting Transformational Change. Humanistic Management Journal. 2017; 2 (2):171-198.

Chicago/Turabian Style

Erica L. Steckler; Sandra Waddock. 2017. "Self-Sustaining Practices of Successful Social Change Agents: A Retreats Framework for Supporting Transformational Change." Humanistic Management Journal 2, no. 2: 171-198.

Journal article
Published: 01 May 2017 in AI Practitioner
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ACS Style

Chris Laszlo; Robert Sroufe; Sandra Waddock. Torn Between Two Paradigms: A Struggle for the Soul of Business Schools. AI Practitioner 2017, 19, 108 -119.

AMA Style

Chris Laszlo, Robert Sroufe, Sandra Waddock. Torn Between Two Paradigms: A Struggle for the Soul of Business Schools. AI Practitioner. 2017; 19 (2):108-119.

Chicago/Turabian Style

Chris Laszlo; Robert Sroufe; Sandra Waddock. 2017. "Torn Between Two Paradigms: A Struggle for the Soul of Business Schools." AI Practitioner 19, no. 2: 108-119.

Journal article
Published: 08 September 2016 in Business and Society Review
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This article examines the role wisdom and dignity play in developing ethical business leaders, or what we call shamanic leaders, for the twenty-first century. We define wisdom as the integration of moral imagination (the good), systems understanding (the true), and aesthetic sensibility (the beautiful) into decisions, actions, and practices in the service of a better world. Dignity is our inherent value, worth, and vulnerability, a core aspect of humanity that each of us is born with. The challenges of developing shamanic leaders, i.e., individuals who evidence the shamanic attributes of healing, connecting, and sensemaking, are discussed, including how to think about and embody wisdom, and the learning that is required to understand and lead with dignity. We argue that dignity and wisdom can be learned and provide the reader with insights into what is required to promote an inclusive and integrated culture where human flourishing and well-being are at the core of ethical leadership.

ACS Style

Donna Hicks; Sandra Waddock. Dignity, Wisdom, and Tomorrow's Ethical Business Leader. Business and Society Review 2016, 121, 447 -462.

AMA Style

Donna Hicks, Sandra Waddock. Dignity, Wisdom, and Tomorrow's Ethical Business Leader. Business and Society Review. 2016; 121 (3):447-462.

Chicago/Turabian Style

Donna Hicks; Sandra Waddock. 2016. "Dignity, Wisdom, and Tomorrow's Ethical Business Leader." Business and Society Review 121, no. 3: 447-462.

Original paper
Published: 29 July 2016 in Humanistic Management Journal
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This paper argues that memes form the basis of our cultural narratives, and that today’s dominant memes need to dramatically shift to contend with the realities of growing inequality and climate change, which could pose existential threats to humanity. The paper offers a potential set of memes that could be used to develop a business and economic narrative that allows for inclusiveness, wellbeing and dignity for all, while still emphasizing a prosperous business community but not allowing it to dominant societal thinking. New memes proposed focus at the societal level arguing that societies (and businesses) are deeply intertwined with nature, that goals should emphasize wellbeing and dignity for all, defining ‘wealth’ as collective value and dignity as reverence for humans, living beings, and Nature itself. Relevant capitals are multiple, including economic/financial, human/intellectual, social/relational, natural/ecological, and spiritual/reverence. Core values include freedom and democracy within constraints of dignity and an ecologically sustainability social contract, creating ‘fair’ markets, ‘glocal-ism,’ both private and public goods, and collaboration combined with competition. Governments play important roles in setting fair laws and regulations and business’ purpose becomes maximizing aggregate wellbeing within ecological constraints without dignity violations.

ACS Style

Sandra Waddock. Foundational Memes for a New Narrative About the Role of Business in Society. Humanistic Management Journal 2016, 1, 91 -105.

AMA Style

Sandra Waddock. Foundational Memes for a New Narrative About the Role of Business in Society. Humanistic Management Journal. 2016; 1 (1):91-105.

Chicago/Turabian Style

Sandra Waddock. 2016. "Foundational Memes for a New Narrative About the Role of Business in Society." Humanistic Management Journal 1, no. 1: 91-105.

Journal article
Published: 26 July 2016 in Business & Society
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This essay articulates two aspects of a changing Social Issues in Management (SIM) Division of the Academy of Management (AOM). First, the essay highlights the ways in which SIM’s central focus has shifted and changed over the years. Then, it briefly looks at the forces that are currently shaping SIM within AOM, particularly in spreading what used to be the central core of SIM throughout AOM, and discusses some of the implications of this shift. This devolution of content suggests the need for further change that paradoxically does two things seemingly at odds with each other: brings SIM back to its normative roots and begins to articulate the type of distinctive orientation to business operating within society that might continue to differentiate SIM from other divisions within AOM in the future.

ACS Style

Sandra Waddock. Taking Stock of SIM: Social Issues in Management Division of the Academy of Management. Business & Society 2016, 58, 1426 -1447.

AMA Style

Sandra Waddock. Taking Stock of SIM: Social Issues in Management Division of the Academy of Management. Business & Society. 2016; 58 (7):1426-1447.

Chicago/Turabian Style

Sandra Waddock. 2016. "Taking Stock of SIM: Social Issues in Management Division of the Academy of Management." Business & Society 58, no. 7: 1426-1447.

Journal article
Published: 01 June 2016 in Journal of Corporate Citizenship
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ACS Style

Sandra Waddock; Malcolm McIntosh; Judith Ann Neal; Edwina Pio; Chellie Spiller. Intellectual Shamans, Wayfinder Scholars and Edgewalkers: Working for System Change. Journal of Corporate Citizenship 2016, 2016, 35 -58.

AMA Style

Sandra Waddock, Malcolm McIntosh, Judith Ann Neal, Edwina Pio, Chellie Spiller. Intellectual Shamans, Wayfinder Scholars and Edgewalkers: Working for System Change. Journal of Corporate Citizenship. 2016; 2016 (62):35-58.

Chicago/Turabian Style

Sandra Waddock; Malcolm McIntosh; Judith Ann Neal; Edwina Pio; Chellie Spiller. 2016. "Intellectual Shamans, Wayfinder Scholars and Edgewalkers: Working for System Change." Journal of Corporate Citizenship 2016, no. 62: 35-58.

Journal article
Published: 01 June 2016 in Journal of Corporate Citizenship
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ACS Style

Sandra Waddock; Malcolm McIntosh; Judith Ann Neal; Edwina Pio; Chellie Spiller. Intellectual Shamans, Wayfinders, Edgewalkers and Systems Thinkers: Building a Future Where All Can Thrive. Journal of Corporate Citizenship 2016, 2016, 5 -10.

AMA Style

Sandra Waddock, Malcolm McIntosh, Judith Ann Neal, Edwina Pio, Chellie Spiller. Intellectual Shamans, Wayfinders, Edgewalkers and Systems Thinkers: Building a Future Where All Can Thrive. Journal of Corporate Citizenship. 2016; 2016 (62):5-10.

Chicago/Turabian Style

Sandra Waddock; Malcolm McIntosh; Judith Ann Neal; Edwina Pio; Chellie Spiller. 2016. "Intellectual Shamans, Wayfinders, Edgewalkers and Systems Thinkers: Building a Future Where All Can Thrive." Journal of Corporate Citizenship 2016, no. 62: 5-10.

Journal article
Published: 01 March 2016 in Academy of Management Learning & Education
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When I first read Thinking the Twenty-First Century by Malcolm McIntosh, I was blown away by the scope and depth of his ideas, devouring the entire book on an overseas flight. Many of us want to get our students, particularly our executive and MBA students, to think more radially and systemically about the future and what they can do as future (or current) leaders to deal with issues humanity and its business institutions are facing.

ACS Style

Sandra Waddock. Thinking the Twenty-First Century: Ideas for the New Political EconomyThinking the Twenty-First Century: Ideas for the New Political Economy, by McIntoshMalcolm. Sheffield, UK: Greenleaf, 2015. 245 pages, hard cover and paperback. Academy of Management Learning & Education 2016, 15, 199 -200.

AMA Style

Sandra Waddock. Thinking the Twenty-First Century: Ideas for the New Political EconomyThinking the Twenty-First Century: Ideas for the New Political Economy, by McIntoshMalcolm. Sheffield, UK: Greenleaf, 2015. 245 pages, hard cover and paperback. Academy of Management Learning & Education. 2016; 15 (1):199-200.

Chicago/Turabian Style

Sandra Waddock. 2016. "Thinking the Twenty-First Century: Ideas for the New Political EconomyThinking the Twenty-First Century: Ideas for the New Political Economy, by McIntoshMalcolm. Sheffield, UK: Greenleaf, 2015. 245 pages, hard cover and paperback." Academy of Management Learning & Education 15, no. 1: 199-200.

Conference paper
Published: 01 January 2016 in Academy of Management Proceedings
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Making Organizations Meaningful as a AAT presumes that many organizations lack meaning and purpose. In this session, leading scholars are discussing why a lack of meaning and purpose exists and will suggest that our theorizing has been influenced by a very reductionist view of human nature, one that does not encompass a need for meaning or purpose. We will also discuss what can be done to rethink management in theory and practice to allow for more meaning and purpose. The main premise of the symposium is based on the development of a humanistic management paradigm which focuses on the notion of human dignity and the promotion of well-being. Tom Donaldson and Jim Walsh present a Theory of Business that protects dignity and promotes collective value creation, i.e. well-being. Otto Scharmer will share his insights on organizing for well-being and Sandra Waddock will draw on the Shamanic insight to more meaningful organizing.

ACS Style

Henry Mintzberg; Ian Mitroff; Thomas J. Donaldson; Otto Scharmer; Sandra Waddock; James P. Walsh. Making Organizations Meaningful- Rethinking Management around Dignity and Well-being. Academy of Management Proceedings 2016, 2016, 10926 .

AMA Style

Henry Mintzberg, Ian Mitroff, Thomas J. Donaldson, Otto Scharmer, Sandra Waddock, James P. Walsh. Making Organizations Meaningful- Rethinking Management around Dignity and Well-being. Academy of Management Proceedings. 2016; 2016 (1):10926.

Chicago/Turabian Style

Henry Mintzberg; Ian Mitroff; Thomas J. Donaldson; Otto Scharmer; Sandra Waddock; James P. Walsh. 2016. "Making Organizations Meaningful- Rethinking Management around Dignity and Well-being." Academy of Management Proceedings 2016, no. 1: 10926.