Access the full text.
Sign up today, get DeepDyve free for 14 days.
W. Frederick (1995)
Competing with IntegrityThe Ruffin Series in Business Ethics
P. Senge (1997)
THE FIFTH DISCIPLINEMeasuring Business Excellence, 1
Joseph Campbell (1964)
The Masks of GodJournal for the Scientific Study of Religion, 4
T. Cook (1983)
Quasi-experimentation: Its ontology, epistemology and methodology
S.P. Robbins
Organizational Theory: The Structure and Design of Organizations
M. Eliade (1951)
Shamanism: Archaic Techniques of Ecstasy
B.M. Bass
Leadership beyond Expectations
S. Clegg (1989)
Frameworks of power
M.M. Harmon
Responsibility as Paradox
G. Yukl (1981)
Leadership in Organizations
C. Garsten (1994)
Apple World: Core and Periphery in a Transnational Organizational Culture: A Study of Apple Computer Inc.
S. Krippner
The use of dreams by tribal shamans
Nicholas Thomas, C. Humphrey (1994)
Shamanism, history, and the stateThe Journal of Asian Studies, 54
R. Pattee
Neo‐shamanism: a source of creativity for our time
J. Sinha (1984)
A Model of Effective Leadership Styles in IndiaInternational Studies of Management and Organization, 14
D. Jr Le Vie
The ‘significant experience’ as a mnemonic device in shamanic symbolism
Ruth-Inge Heinze (1977)
Shamans of the 20th Century
P. Drucker, 齐 若兰, 那 国毅 (1954)
管理的实践=The practice of management
R.H. Reeves‐Ellington
Anthropology and total quality management: improving sales force performance in overseas markets
C. (Ed.) Garsten
Apple world: core and periphery in a transnational organizational culture
J. Klimo
The emergence of a new paradigm
J. Byrne, J. Sculley (1987)
Odyssey: Pepsi to Apple
J. Sinha (1995)
The cultural context of leadership and power
W.H. Wesson
Management
D. George, T. Richard (1993)
Competing with integrity in international business
R. Jackell
Moral Mazes
M. Winkelman, Kate Ankenbrandt, A. Bharati, E. Bourguignon, M. Rios, A. Dundes, J. Eisenbud, F. Goodman, C. Hallpike, Ā. Hultkrantz, I. Jarvie, B. Lex, J. Long, Leonard Moss, R. Preston, L. Romanucci‐Ross, H. Sebald, Dean Sheils, P. Singer, Sheila Womack (1982)
Magic: A Theoretical Reassessment [and Comments and Replies]Current Anthropology, 23
W.R. Tobert
Empirical, behavioral, theoretical and attentional skills necessary for collaborative enquiry
K. Jeter (1989)
The Shaman:: The Gay and Lesbian Ancestor of HumankindMarriage and Family Review, 14
P. Rieff, Joseph Campbell (1960)
The Masks of God: Primitive Mythology.American Sociological Review, 25
P.B. Smith, M.F. Peterson
Leadership, Organizations and Culture
R. Walsh (1994)
The Making of a Shaman: Calling, Training, and CulminationJournal of Humanistic Psychology, 34
S. Fatsis
An original at Corporate Xerox
J. Overing (1990)
The Shaman as a Maker of Worlds: Nelson Goodman in the Amazon, 25
Z. Bauman (1987)
Legislators and interpreters
J. Frank (1985)
Therapeutic Components Shared by All Psychotherapies
R.X. Cringely
Accidental Empires
Richard Reeves-Ellington (1995)
Organizing for global effectiveness : ethnicity and organizationsHuman Organization, 54
Xerox Corporation
The Xerox Quest for Quality
R. Walsh (1990)
The Spirit Of Shamanism
C. Humphrey
Shamanistic history and the state in Northern Asia: views from the center and periphery
Webster
Webster’s New Universal Unabridged Dictionary
M. Winkelman (1984)
A cross-cultural study of magico-religious practitioners
P.F. Drucker
The Practice of Management
R. House, W. Spangler, J. Woycke (1991)
Personality and Charisma in the U.S. Presidency: A Psychological Theory of Leader EffectivenessAdministrative Science Quarterly, 36
M.J. Winkelman
Shamans, priests and witches: a cross‐cultural study of magico‐religious practitioners
M.J. Winkelman
Magic: a theoretical reassessment
M. Armstrong (1994)
Improving organizational effectiveness
R.N. Hamayon
Shamanism in Siberia: from partnership in supernature to counter‐power in society
C. Argyris
Knowledge for Action
T. Mahon
The spirit in technology
T. Levitt
The dangers of social responsibility
F. Blum (1955)
Action Research--A Scientific Approach?Philosophy of Science, 22
Danny Miller (1990)
Organizational Configurations: Cohesion, Change, and PredictionHuman Relations, 43
J. Kotkin
Tribes
E. Schein (1991)
Organisational culture and leadership
J. Sculley (1988)
Odyssey: Pepsi to Apple... a Journey of Adventure, Ideas and the Future
R. Kanungo, M. Mendonca (1995)
Ethical dimensions of leadership
J. Pfeffer (1981)
Management as symbolic action: the creation and maintenance of organizational paradigms
This article addresses how for‐profit organizational management and leadership considers social responsibility. It is argued in this article that managers and leaders self‐define their personal and organizational missions in holistic integrative ways or in ways that particularize and isolate their organizations from the wider societal context. This is discussed in the context of the paradigms that traditional managers and leaders use in business and commercial organizations. A companion article will continue the discussion of leadership and organization paradigms in the contexts of language and power in a subsequent issue.
Leadership & Organization Development Journal – Emerald Publishing
Published: Apr 1, 1998
Keywords: Business policy; Leadership; Management; Paradigms; Social responsibility
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.