Conventional versus Radical Moral Agents: An Exploratory Empirical Look at Weber’s Moral-points-of-view and Virtues
Organization Studies · 2006 · Volume 27 · Issue 3
Abstract
Max Weber’s work suggests that conventional management theory and practice is underpinned by a moral-point-of-view that places relatively high emphasis on both materialism and individualism. He calls for the development of radical management theory and practices to serve as a counterpoint. Both the conventional and radical moral-points-of-view are associated with specific virtues and practices. Weber suggests that, from a conventional moral-point-of-view, four primary virtues—mercy, submission, obedience and non-worldliness—give rise to specialization, centralization, formalization and standardization. In contrast, from a radical moral-point-of-view, these same four primary virtues are expected to give rise to sensitization, dignification, participation and experimentation (Dyck and Schroeder 2005). Our study contrasts and compares a sample of conventional and radical managers, to provide an empirical look at these expected differences, as well as testing for differences in their personal and spiritual virtues. Implications are discussed.
Keywords
moral-points-of-view, materialism and individualism, conventional and radical management virtues
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