Philosophy of Management

From 27 to 30 June 2025

17th Philosophy of Management annual conference

Faculty and Research

17th Philosophy of Management annual conference

    Friday 27th to Monday 30th June 2025
    EM Normandie Oxford campus

    International conference

    Call for Papers

    The 17th edition of the Philosophy of Management Annual Conference will be held in Oxford, UK, at the EM Normandie (Oxford, UK Campus) from 27 to 30 June 2025.

    As usual, each paper will be guaranteed a 45-minute slot for an unhurried presentation and in-depth discussion.

    General track

    We welcome submissions that explore the diverse facets of management in private or public organizations through a philosophical lens. Whether it’s applied ethics, social, moral, and political philosophy, ontology, epistemology, axiology, or aesthetics, we encourage scholars to propose novel, critical, timely, and/or controversial arguments. Submissions can also adopt a ‘meta-’ standpoint for raising and answering questions such as “What is philosophy of management?” “Is philosophy useful for managers?” “Is management a science or an art?” “Can management be part of the humanities and, if not, what else should it be part of?” We are looking forward to receiving your submissions by 10 February 2025.

    Special tracks

    The Conference is associated with the journal Philosophy of Management and, in addition to the general track, will host three Special Tracks for papers aiming to be submitted after the conference to one of the incoming special issues of this journal. If submitting for one of these Special Tracks, please mention it in the title of your paper.

    • Doing Business in non-democratic regimes

      1° Special Track: “Doing Business in non-democratic regimes”

      Convenors:
      David Bevan, St Martin’s Institute of Higher Education, Malta
      Alicia Hennig, Technical University Dresden, Germany

      In business ethics, there is a considerable research gap when it comes to business ethics in non-democratic (i.e., authoritarian and autocratic political) environments. While “authoritarian regime” is a term used to describe any form of undemocratic rule, more narrowly interpreted it is a specific type of autocratic rule. According to the Varieties of Democracy (V-Dem) Institute, there are currently 90 democracies and 89 autocracies, with autocracies rising. Today, around 72 percent of the world population is living in autocratic political environments, where censorship and the suppression of civil society pertain and where freedom of expression, as well as cultural and academic expression, is severely limited. Yet, there are multinational companies with their headquarters in liberal and democratic societies operating in such political environments and under those constraints. Their presence is limited by these types of political regimes, such as limitations upon their CSR practices, limits to corporate values and culture, and limits to conducting business transactions in an ethical manner. But to what extent is this political reality currently reflected in the discipline of business ethics?

      A comprehensive literature review across six major business ethics journals on business ethics literature dealing with non-democratic regimes (Hennig & Bevan, work in progress) reveals that only a fraction of publications (< 1.5 percent of the publications, except for the Business & Human Rights Journal) mention keywords like autocratic, authoritarian or repressive in this context. Only 44 publications across all six journals mentioned our keywords (and their variations) multiple times, indicating any focus on that topic. Our study brought to light a substantial lack of research activity, and this special track seeks to address the gap. 

      Here are some indicative, guiding questions as suggested areas for conceptualisation, descriptive/empirical and normative inquiry. Do foreign businesses operating in authoritarian environments reflect on (their) ethics in business? Do they understand the political and socio-ethical conditions that come with these different political environments? Do companies take into account the political conditions and their impact on business operations? And further: what is the role of foreign businesses in these different political environments? How do they themselves define their role? 
      These are only exemplary questions, and we want to particularly encourage submissions from neighbouring and complementary disciplines, such as international relations/political sciences, sociology and, of course, philosophy.  

      Empirical submissions should identify the ethical issues at stake and ideally complement their empirical questions with normative questions. In general, submissions should also propose solutions to the identified ethical issues that need to be addressed by companies and/or other actors, e.g. government, civil society, etc.

    • Hermeneutics and phenomenology in management studies: Time to be postcritical?

      2° Special Track: “Hermeneutics and phenomenology in management studies: Time to be postcritical?”

      Convenors:
      Robin Holt, University of Bristol Business School
      Ghislain Deslandes, ESCP bs
      Loréa Baïada-Hirèche, Institut Mines-Télécom Business School

      Faced with the great challenges of the age, not least among which is the significant, lasting and almost universal decline in the human commitment to work – as witnessed by the sudden prevalence of terms such as burn-out, great resignation, brown out, etc – what does an academic discipline concerned with the management of work have to offer? The response from critical management studies has been to provide alternative understandings that create a proper environment and stimulus for work that is fair, rewarding and productive, work that is recognized as useful, even ennobling. Yet these alternatives proffered by the field of critical management studies have rarely gained traction: precarity, ennui, anxiety, despoliation, resignation and inequality remain prevalent. Two of the most influential authors in the field, André Spicer and Mats Alvesson (2024), have suggested why: the constant and consistent struggle of criticism and self-criticism, and even deconstruction, has cast critical management studies into a pall of “negative framing” (p. 25), a framing that is not only gloomy and hostile but somewhat joyless. It appears the weariness and myopia pervading the phenomena of work has seeped into its analysis (see also Fleming et al 2020). This special track is dedicated to reviving critique, or even going post-critique, in finding alternatives to, or extensions of, critical management. It acknowledges that the question of the importance of work to human flourishing has been kept alive by critical management studies. The special track shares with critical management studies the view that it is mostly through work that humans experience the autonomy by which they lead flourishing lives (Henry, 2023; Stiegler, 2010). 

      Spicer and Alvesson’s critique is not isolated. Virtually every field of the social sciences and humanities - from philosophy to art history, literary studies, and so on – has witnessed a serious attempt at challenging critique in recent decades (Latour, 2004). The concerns are multiple but centre on a common theme: why ought understanding and explanation be predicated on an oppositional and pervasive negativity? It was a risk recognized by Michel Foucault (1997), who, in What is Critique? urged those who resented and objected to being governed ‘like that’ to not only oppose or propose alternate rulers, but to experiment with how practices of governance might be ‘otherwise’: without affirmation, the experimental attitude to affectively sense and intellectually pursue ‘otherness’ becomes attenuated, withers, and dies (Butler, 2004). Here, affirming is not an affirmation of what ‘is’ but of ‘what might become’, and so it is always unsteady, askew, untimely, and in this spirit affirmation snakes back toward the negative, at least the negative dialectics espoused by Adorno (2005), for whom all objects will escape their concepts, leaving to critique the task of comprehending the incomprehensible.  Here critique, rather than an opposition to management, becomes integral to it, at least in those aspects of transgression that create an organization that is loose, provisional, malleable (Raffnsøe, 2015).

      In pursuing this question, the Special Track asks: what would it be like if, in management studies, we pursued a creative and inventive hermeneutic, a coming together in a spirit of assemblage and not exclusion and opposition (Deslandes, 2023; Holt & Zundel, 2023; Ricoeur, 1974)? We might think here, for example, of Eve Sedgwick’s notion of reparative reading - as opposed to paranoid, accusatory reading – through which we might develop a wider range of methods based on a renewed repertoire of “critical moods” (Felski, 2015, Ricoeur, 1974). Or we might think of a reading of organisational phenomena that leaves more room for love and generosity (Tasselli, 2019), or, more precisely, an approach which is capable of sharing enthusiasm and  recovering its affirmative power, as a condition of the possibility of preserving “the socio-poetic force of our shared world.” (Anker and Felski, 2017, p. 15). 

      In doing so we might perhaps succeed in recovering the maturity, sociality and exposure to alternatives to which critical thinking has also been dedicated, based on a generative intellectual connection with others as a response to the challenges posed by the ambient nihilism of our age. In this Special Track we welcome contributions from a variety of theoretical perspectives and methodological approaches that heighten our understanding of management practice, work, organizations, and business school education and research. 
      Questions to address might include, but are not limited to:

      1. New "critical moods" in organisation studies? Insights from phenomenological currents. 
      2. What is the meaning of the prefix ‘post’ in postcritical management studies?
      3. "Second naivety" (Paul Ricoeur): can this hermeneutic concept inspire a new way of thinking about our relationship with critique in management?
      4. How can negative framing, nay saying and caustic suspicion be overcome in cms? Is this even desirable? Is negative ever positive, as in Ernst Bloch’s sense of utopia being the negation of the negative ?
      5. Reading organisations with ‘generosity’? Reparative reading and inventive hermeneutics.
      6. To what extent can managerial practices encourage a ‘hermeneutic of trust’ in professional relations rather than an approach based on suspicion and control?
      7. How can we make more room for affects in a field traditionally dominated by rationalist paradigms? Understood in the manner of Platonic eros, how can "love" transform work relations and "managed" work?
      8. How can subjectivity enrich critical research, rather than spoiling it?
      9. How can management recognise and integrate ethical values, such as trust, empathy and loyalty, into management approaches/practices?
      10. Meaning or knowledge in postcritical thinking ?

      References

      Adorno, T (1951/2005). Minima Moralia. London: Verso.
      Anker, E., & Felski, R(2017). Critique et postcritique. Durham, NC : Duke University Press.
      Butler, J. (2004). What is critique? An Essay on Foucault's Virtue. In S. Salih & J. Butler (Eds.), The Judith Butler Reader. Malden, MA: Blackwell Publishing.
      Deslandes, G. (2023). Postcritical Management Studies: Philosophical Interpretations. Cham : Springer.
      Felski, R. (2015). The Limits of Critique. Chicago: University of Chicago Press.
      Fleming, P., Olaison, L., Plotnikof, M., Pors, J.P., & Pullen, A. (2020). Crawling from the wreckage: Does critique have a future in the business school?. Available at: http://www.ephemerajournal.org/content/crawling-wreckage-does-critique-have-future-business-school
      Foucault, M. (1997). What is Critique? In J. Schmidt (ed.), What is Enlightenment? Eighteenth-Century Questions and TwentiethCentury Answers (pp. 23-61). California: University of California Press.
      Henry, M. (1963). L’Essence de la manifestation, 4th ed. 2011. Paris: PUF. English version: Henry, M. (1973). The essence of manifestation (Trans. G. Etzkorn). The Hague: Nijhoff.
      Holt, R., & Zundel, M. (2023). The Poverty of Strategy : Organizations in the Shadow of Technology. Cambridge: Cambridge University Press.
      Latour, B (2004). Why has critique run out of steam? From matters of fact to matters of concern. Critical Inquiry, 30(2), 225–248.
      Raffnsøe, S. (2015). What is critique? The Critical State of Critique in the Age of Criticism. Outlines, 18(1), 28-60.
      Ricoeur, P. (1974). The Conflict of Interpretations: Essays in Hermeneutics (ed. by Don Ihde). Evanston: Northwestern University Press.
      Spicer, A. & Alvesson, M. (2024). Critical Management Studies: A Critical Review. Journal of Management Studies, 23, 1-39. doi:10.1111/joms.13047.
      Stiegler, B. (2010). For a New Critique of Political Economy. Cambridge: Polity Press.
      Tasselli, S. (2019). Love and Organization Studies: Moving beyond the Perspective of Avoidance, Organization Studies, 40(7), 1073–1088.

    • Gift-giving and Management

      3° Special Track: “Gift-giving and Management”

      Convenors:
      Roberta Sferazzo, Audencia Business School, France
      Guglielmo Faldetta, Kore University of Enna, Italy 

      While relationships have been recognized as important and meaningful in management and organization studies (Klein & Laczniak, 2013), they are often valued more for their utility in serving the self-interest of economic participants. Even acts of altruism or generosity are often carried out for instrumental reasons and typically lack a genuine focus on relationships, as evidenced by certain philanthropic actions. From a philosophical point of view, this logic is mainly based on utilitarianism, where social interactions are reduced to nothing more than a collection of individual preferences. On the other side, the logic of duty explains giving as referring to internalized moral norms, social norms and expectations, and sanctions. Under this logic, individuals would perform an act of giving because they feel somehow obliged to do so, and from a philosophical point of view this could be related to a Kantian approach. Both logics fail to deeply consider social relationships as an end per se. Academics have recently highlighted the existence of meaningful relationships in organizations based on a culture of solidarity (Frémeaux et al., 2023), on fraternity (Zozimo et al., 2023), on generalized generosity (Frémeaux and Moneyron, 2023; Whitham, 2021), and on generalized gratitude (Fehr et al., 2017; Locklear et al., 2022), to mention a few. The principle which combines gratitude and generosity refers to people’s desire to give back what they have previously received (Faldetta, 2011, 2018). This helps us to understand the logic of gift giving (?) following Ricoeur’s (2005) analysis of mutual recognition, which stresses that we give because we have received.

      This special track invites scholars interested in studying the logic of gift as applied to management and organizations, moving beyond the often simplistic and incomplete explanations rooted in self-interest, individualism, obligation, and sense of duty. More specifically, we ask authors to investigate the philosophical foundations of gift-giving. As an example, to illustrate the quest for this support, one can refer to economic anthropology and build on Mauss’ 1924 classic work on “The Gift”, or on Hann's 2006 work, “The gift and reciprocity: perspectives from economic anthropology”. In this sense, we invite scholars to go beyond the well-known philosophical approach provided by Derrida (1991), according to whom the only gift is a ‘pure’ one, which requires that both the giver and the receiver remain unaware of the act of giving. What we are looking for are philosophical approaches that can be used in the management field, in order to give substance to a relational view of the logic of the gift-giving. In this sense, the logic of gift and other related notions such as gratuitousness, reciprocity, relationality, and alterity can be a way to adopt a new conceptual lens to think about human relations in business organizations. 

      The Special Track Chairs would welcome contributions that clearly articulate their theoretical as well as practical implications of implementing philosophical approaches to gift-giving to the managerial and organizational field. Suitable topics of interest may be related (but not limited) to the following questions:

      • What is the relation between gift-giving and management? 
      • How can the gift-giving paradigm be connected to the concepts of altruism, solidarity, generosity, fraternity, reciprocity, cooperation, and friendship (to mention a few)? 
      • What is the dark side of gift-giving (e.g. asymmetry of power, bribery, corruption, violence)?
      • How can the gift-giving paradigm shape and impact workplace relationships?
      • What are the tensions and paradoxes that can emerge in applying the unconditional gift paradigm to the management field?
      • How can the gift-giving paradigm be connected to the environmental sustainability topic?
      • How can the logic of gift shape management education?

      References :

      Derrida, J. (1991). Donner le temps. I. La fausse monnaie. Paris: Galilée.
      Faldetta, G. (2011). The logic of gift and gratuitousness in business relationships. Journal of Business Ethics, 100(Suppl 1), 67-77.
      Faldetta, G. (2018). A relational approach to responsibility in organizations: The logic of gift and Levinasian ethics for a ‘corporeal’ responsibility. Culture and Organization, 24(3), 196-220.
      Fehr, R., Fulmer, A., Awtrey, E., & Miller, J.A. (2017). The grateful workplace: a multilevel model of gratitude in organizations. Academy of Management Review, 42(2), 361–381. 
      Frémeaux, S., & Moneyron, J. D. (2023). Generalized generosity: Lessons from a social and educational organization. Online First. European Management Review, 21(3), 631-644.
      Frémeaux, S., Grevin, A., & Sferrazzo, R. (2023). Developing a culture of solidarity through a three-step virtuous process: Lessons from common good-oriented organizations. Journal of Business Ethics, 188(1), 89-105.
      Hann, C. (2006). The gift and reciprocity: perspectives from economic anthropology. In Kolm, S. C., & Ythier, J. M. (Eds.). Handbook of the economics of giving, altruism and reciprocity (pp. 207-223). Amsterdam: Elsevier. 
      Klein, T. A., & Laczniak, G. R. (2013). Implications of Caritas in Veritate for Marketing and Business Ethics. Journal of Business Ethics, 112(4), 641–651.
      Locklear, L.R., Sheridan, S., & Kong, D.T. (2022) Appreciating social science research on gratitude: an integrative review for organizational scholarship on gratitude in the workplace. Journal of Organizational Behavior, 44(2), 225–260. 
      Mauss, M. (1924/1967). The gift: forms and functions of exchange in archaic societies. Stockton-on-Tees: Norton Library.
      Ricoeur, P. (2005). The Course of Recognition. Cambridge, MA: Harvard University Press.
      Whitham, M.M. (2021). Generalized generosity: how the norm of generalized reciprocity bridges collective forms of social exchange. American Sociological Review, 86(3), 503–531.
      Zózimo, R., Pina e Cunha, M., & Rego, A. (2023). Becoming a Fraternal Organization: Insights from the Encyclical Fratelli Tutti. Journal of Business Ethics, 183(2), 383-399.
       

    Keynote Speaker

    Thomas DONALDSON is the Mark O. Winkelman Professor at the Wharton School of the University of Pennsylvania.

    Thomas Donaldson

    His research interests lie in the areas of ethics, corporate governance, and corporate responsibility. His books include The Ethics of International Business; Corporations and Morality; and Ties that Bind-A Social Contract Approach to Business Ethics, with T. Dunfee. His articles have appeared in the Academy of Management Review; Ethics; Harvard Business Review; Business Ethics Quarterly; Journal of Business Ethics; and Economics and Philosophy. He served as Associate Editor of the Academy of Management Review and Associate Editor of the Business Ethics Quarterly. He has consulted and lectured at many organizations, including the Business Roundtable, Goldman Sachs, the Aspen Institute, the United Nations, Microsoft, The Tata Group, KPMG, the IMF, and the World Bank. 

    Keynote: Business Ethics in a Multipolar World

    The “Unipolar Moment” (Mearsheimer, 2019) has passed. It lasted from the fall of the Soviet Union through 2017. We now live in a multipolar world with the Global South rising and the economic power of the BRICS intergovernmental organization expanding. While the Unipolar Moment lasted, optimists from the West could predict the eventual triumph of liberal democratic ideals, spoken using the universal language of human rights, equity, and international law. This optimism now seems suspect. A large portion of the planet is traveling in the opposite direction. Samual Huntington’s warning that cultures tend to revert to their cultural, religious, and philosophical roots as foreign control recedes requires our prompt attention (Huntington, 1996). Business ethics, too, would do well to take notice. However much we may hope, the growing use of Hindu or Neo-Confucian ethics is unlikely to recede and revert to purely Western ideals. Indian and Chinese business managers will continue to dig deeper among their cultural roots. The Western language of ethics will persist, which is good. But to remain relevant, business ethicists should begin to develop multicultural skills when expressing ethical values. This means that multinational Western-domiciled corporations with host county operations in different cultures will need to craft mission, credo, and ethics statements in ways that infuse local cultural values and heritage. It means that business ethics researchers should become ethically multilingual. Researchers need to adjust surveys to reality and explore ways in which basic Western values such as equal rights can be expressed using different moral concepts. 
     

    Practical information

    • Submission process

      Submission Process

      • The submission should be a short paper (approximately 1,500 words) setting out the research question, gap, approach, and main lines of argument.

       

       

      • Submissions to one of the Special Tracks should mention the respective special track name in the paper title
      • If you encounter difficulties in uploading your paper or if you have any queries about the call, the submission process, the venue, or the conference, please get in touch with Marian Eabrasu
    • Key dates

      Key dates

      • Deadline for short paper/extended abstract submission: 10 February 2025
      • Notification of acceptance: 31 March 2025
      • Conference: 27-30 June 2025

      The programs of the last two conferences can be found here PHOM 2023 and PHOM 2024

    • Conference Committee

      Conference Committee

      Marian Eabrasu (chair) (EM Normandie, Business School)

      David C. Bauman (Regis University, USA)
      David Bevan, (St Martin’s Institute of Higher Education, Malta)
      Alicia Hennig (Technical University Dresden, Germany)
      Nigel Laurie (former London Facilitators, UK; Royal Holloway, University of London)
      Cristina Neesham (Newcastle University, UK)
      Robert Phillips (York University, Canada)
      Grant Rozeboom, (St Mary’s College of California, USA)
      Wim Vandekerckhove (EDHEC Business School, France)
      Pat Werhane (De Paul University and University of Virginia, USA)
      David Carl Wilson (Webster University, USA)

    • Registration fees

      Registration fees

      Fee estimates £340, including conference registration and catering.

    • Venue

      Venue

      EM Normandie Oxford (7 minutes from Oxford Train Station) 

      Oxpens Road
      Jericho Building
      Oxford OX1 1SA

Marian EABRASU

Marian EABRASU

Professor in Business Ethics and in Organisational Theory

Paris

OxLEP Ltd, Jericho Building (1st Floor), Activate Learning - Oxford Oxpens Road

OX1 1SA Oxford

0044 1865 681407