Dale E. Fitzgibbons

A Postmodern Deconstruction of Total Quality Management (TQM)

Offers a postmodern, deconstructive analysis of total quality management (TQM) theory and practice. Problematizing TQM, uncovers unchallenged assumptions and implicit power relations cloaked by management science′s veil of objectivity and value‐neutrality. Tracing these assumptions and power relations to the life‐worlds of TQM organizations, regrettably discovers an obsequious and dehumanized subjectivity of TQM workers. These alienated TQM workers are inscribed in a seamless and inescapable network of totalitarian power relations epitomized by authoritarian admonitions of “the one right way”, “quality is Job 1”, and “quality or else”. As hegemonic TQM ideology insidiously permeates all aspects of social life, witnesses an unparalleled threat to the basic individual rights of a liberal democracy. Proclaiming the “death of TQM”, optimistically discusses preliminary suggestions for an emancipatory post‐TQM theory and practice.

Being in the Classroom

This article distinguishes among classroom experiences based on doing something to students (emphasis on teaching), doing something with students (emphasis on teaching and learning), and being with students (emphasis on learning). Being moments and being classes result from states of mind rather than pedagogical techniques. Thus, redefinitions are offered for how learning occurs, the role of the teacher and students, and the nature of classroom interactions in being classes. The authors’ hopes for the readers are that they will increase the being moments in their classrooms and that when they are in a doing mode, it will be from a perspective of awareness and informed choice rather than default.

Challenging the juggernaut of globalization: a manifesto for academic praxis

Calls into question the widespread, and seemingly inevitable, globalization of Western business practices into every corner of the planet. Challenges the assumption that host countries will necessarily benefit from globalization. Stimulates critical thinking and reflection about globalization′s origins, cultural sensitivity, fairness, sources of power and future impact on the wellbeing of our planet. Employs a variation of “deconstruction” and notions of post‐modernism to engender an emancipatory anti‐globalization praxis for teaching and consulting. Offers some preliminary contours of a postmodern anti‐globalization discourse employing examples from The Body Shop International plc.

Integrating Spirituality at Work: An Interview with Ken Wilber

During the Academy of Management meeting in Denver, Colorado (August 2002), a team of members of the Academys Management, Spirituality and Religion Interest Group (MSR) interviewed Ken Wilber at his down-town Denver apartment. Known as a leading voice in spirituality and the founding father of the Integral Institute, Ken Wilber presents in this interview some of his views on the challenges of integrating spirituality in organizations, in terms of management practice, research and education.

Exploring the Frontiers of Environmental Management: A Natural Law-based Perspective

Environmental management (EM) is at a turning point in its evolution as a discipline. Daunting social, ecological and spiritual problems of global magnitude implore EM to be inspiring and efficacious in theory and practice. Ironically, the present EM movement, in its ontologically dualistic configuration—measuring and manipulating the environment as an abstract, objectified economic resource for human gain—is unknowingly contributing to the very ecological degradation it wishes to ameliorate. In order for EM to become a truly ‘transformative epistemology’,1 its praxis must ontologically transcend the narrow foundations of staunch empiricism, logical positivism and rationalism that now firmly gird it. As a possible alternative to EM’s ‘monological flatland’, 2 we introduce a holistic praxiological system grounded in the ancient Indian vedanta wisdom tradition. Natural law-based environmental management (NLBEM) portends a radical metamorphosis of EM into a discipline that makes a meaningful impact on today’s precarious global condition.

Integrating Corporate Sustainability and Organizational Strategy Within the Undergraduate Business Curriculum

Corporate sustainability (CS) requires organizations to shift focus from short-term financial goals to further consider the long-term social, environmental, and economic implications of their operations. Despite a lack of regulations in the United States requiring companies to disclose social and environmental measures, more than 80% of U.S. corporations voluntarily release corporate responsibility reports. The increased focus of CS in practice has impacted many business curricula to adapt CS-related courses (such as business ethics); however, we present results that indicate that such means may have limited influence on students’ views concerning the legitimacy of social and environmental issues in regard to corporate decision making. More consideration is needed to determine how CS-related topics can be effectively integrated within business curriculums. We propose incorporating CS within the Organizational Strategy capstone course and assess its effectiveness via survey analysis. Suggestions for course design are provided.

Corporate Social and Environmental Responsibilities: Real or on Display?

“Welcome!” Despite a hectic schedule, Chris had made time to meet with the two visiting professors, Nigel and Margaret. He was proud to show them the environmental and social achievements of the gold-mining activities he managed in this small coastal town. The town had fallen on hard times in an earlier recession and the previous mine owners had left a nightmare of ill feeling, desiccated land, and spoiled water ways.

The Myth of the Perfect Chair

In this tribute to Lou Pondy, his last doctoral student considers the characteristics and qualities of the perfect academic advisor and dissertation chair.