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Strategy Making and the Search for Authenticity

Strategy Making and the Search for Authenticity Recent work in the business ethics field has called attention to the promise inherent in the concept of authenticity for enriching the ways we think about core issues at the intersection of management ethics and practice, like moral character, ethical choices, leadership, and corporate social responsibility [Driver, 2006; Jackson, 2005; Ladkin, 2006]. In this paper, I aim to extend these contributions by focusing on authenticity in relation to a set of organizational processes related to strategy making; most specifically an organization’s strategic intent, arguing that these provide an ideal venue for particularising this exploration, as they represent the key processes through which an organization defines the self it aspires to be. In order to do this, I examine specifically what a shift from “business as usual” to the search for the creation of a more authentic corporate self might look like in practice, contending that such a shift offers the possibility for improving both the moral good and the business outcomes of an institution simultaneously. I conclude with assessment of the risks inherent in undertaking such a search for more authentic strategic intention in business organizations today. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Business Ethics Springer Journals

Strategy Making and the Search for Authenticity

Liedtka, Jeanne
Journal of Business Ethics , Volume 80 (2) – May 15, 2007
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References (57)

Publisher
Springer Journals
Copyright
Copyright © 2007 by Springer Science+Business Media B.V.
Subject
Philosophy; Quality of Life Research; Management ; Economic Growth; Ethics
ISSN
0167-4544
eISSN
1573-0697
DOI
10.1007/s10551-007-9415-3
Publisher site
See Article on Publisher Site

Abstract

Recent work in the business ethics field has called attention to the promise inherent in the concept of authenticity for enriching the ways we think about core issues at the intersection of management ethics and practice, like moral character, ethical choices, leadership, and corporate social responsibility [Driver, 2006; Jackson, 2005; Ladkin, 2006]. In this paper, I aim to extend these contributions by focusing on authenticity in relation to a set of organizational processes related to strategy making; most specifically an organization’s strategic intent, arguing that these provide an ideal venue for particularising this exploration, as they represent the key processes through which an organization defines the self it aspires to be. In order to do this, I examine specifically what a shift from “business as usual” to the search for the creation of a more authentic corporate self might look like in practice, contending that such a shift offers the possibility for improving both the moral good and the business outcomes of an institution simultaneously. I conclude with assessment of the risks inherent in undertaking such a search for more authentic strategic intention in business organizations today.

Journal

Journal of Business Ethics – Springer Journals

Published: May 15, 2007

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