Search Results

You are looking at 1 - 2 of 2 items

  • Author or Editor: Archie B. Carroll x
Clear All Modify Search
You do not have access to this content

Archie B. Carroll and Oliver Laasch

Archie Carroll is arguably one of the most iconic pioneers of the Corporate Social Responsibility (CSR) discussion. Here, Archie connects CSR’s organizational level conceptualization back to its roots in the individual-level study of managerial responsibility. He explains how the discussion of responsibility had moved from the discussion of individual managerial responsibility, to organizational responsibility in the form of CSR, and is now moving back to the individual level discussion of responsible management. This most recent move implies a shift from an organizational-level discussion of CSR to an individual-level discussion of responsible management. Archie then defends the business case for responsibility as equally important on the individual level, while admitting that also paradoxes and tensions play a vital role in responsible management. Archie furthermore stresses the Value-Balance-Accountability (VBA) framework as a core conceptualization that connects responsible management to the larger business and society field. He illustrates how VBA can be translated from its typical application on the organizational level, to an individual-level analysis of responsible management research. We discuss the shift from CSR to responsible management, as a necessary oscillation of the study of responsibility between individual level, which accounts for the intimate entanglement of the manager and her corporation: From managerial responsibility to CSR and back to responsible management.

You do not have access to this content

Archie B. Carroll, Nancy J. Adler, Henry Mintzberg, François Cooren, Roy Suddaby, R. Edward Freeman and Oliver Laasch

What is responsible management? The responsible management field so far has been looking for a convergent one-size-fits-all answer to this question. Conversely, we choose to ask the grammatically incorrect, but generatively paradoxical question of “What are responsible management?” In response, this chapter features a rich potluck of six academic pioneers’ distinct conceptualizations of responsible management: Responsible management as responsibility management (Archie B. Carroll); as responsible leadership (Nancy J. Adler); as rebalancing society through management (Henry Mintzberg); as response-able situation management (François Cooren); as human(e) management and institutional character (Roy Suddaby); and as stakeholder harmonization (R. Edward Freeman). Each conceptualization is followed by a brief stylized interpretation of each pioneer’s perspective that links it to the extant responsible management literature. Finally, these responsible management conceptualizations are juxtaposed along the four categories of managerial agency, responsibility managed, sphere of responsibility, and management process. This juxtaposition serves to highlight each perspective’s distinctive features, and all perspectives’ joint contribution to a multifaceted understanding that can guide future study of responsible management.