000			03395nam a22004815i 4500
001			978-90-481-9373-8
003			DE-He213
005			20140220083824.0
007			cr nn 008mamaa
008			110602s2011 ne | s |||| 0|eng d
020			_a9789048193738 _9978-90-481-9373-8
024	7		_a10.1007/978-90-481-9373-8 _2doi
050		4	_aBJ1-1725
072		7	_aHPQ _2bicssc
072		7	_aPHI005000 _2bisacsh
082	0	4	_a170 _223
100	1		_avan der Ven, Naud. _eauthor.
245	1	4	_aThe Shame of Reason in Organizational Change _h[electronic resource] : _bA Levinassian Perspective / _cby Naud van der Ven.
264		1	_aDordrecht : _bSpringer Netherlands, _c2011.
300			_aXX, 192 p. _bonline resource.
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_atext file _bPDF _2rda
490	1		_aIssues in Business Ethics, _x0925-6733 ; _v32
505	0		_aContents -- Editing translator’s introduction -- Preface; T he Shame of Reason in Organizational Change: a Levinasian Perspective -- Chapter 1 -- : Introduction -- Chapter 2   Rationality: A Problem? -- Section 1: Problematic Rationality in Organization Studies -- Section 2: Problematic Rationality In Philosophy -- Chapter 3: Two Alternatives to  Representationalism -- Chapter 4  Levinas on Rationality and Representation -- Section 1: Levinas on Representational Thought Handed Down to Him --  Section 2: The Position of Representation in Levinas’ own Philosophy -- Chapter 5  Levinas Translated to Organizations -- Section I: The Organisation Studies Literature -- Section 2: Cases -- Chapter 6 Conclusion.-Afterword -- Index -- Abbreviations used for the Works of Levinas -- Consulted Works.
520			_aMany problems associated with change in organizations can be traced back to the human factor. In the past, the worker was considered merely to be ‘a pair of hands’ (Henry Ford). Today, people wish to be taken seriously, if they are, they generally perform better. However, if organizations’ only motivation to focus on the workers’ sense of fulfilment is increased achievement, the question arises whether these organizations do in fact take their workers seriously or whether the latter merely become enlisted into the organization’s targets or schemes. This book examines this question from the perspective of Emmanuel Levinas’ treatment of rationality. There are close similarities between the Levinassian description of rational thinking and the role of managers in organizations. Rationality makes the world controllable yet is totalitarian in character. Likewise, managers make their businesses controllable, yet their planning and schemes create a totalitarian straitjacket.
650		0	_aPhilosophy (General).
650		0	_aEthics.
650		0	_aSocial sciences _xPhilosophy.
650		0	_aEconomics.
650	1	4	_aPhilosophy.
650	2	4	_aEthics.
650	2	4	_aBusiness/Management Science, general.
650	2	4	_aPhilosophy of the Social Sciences.
710	2		_aSpringerLink (Online service)
773	0		_tSpringer eBooks
776	0	8	_iPrinted edition: _z9789048193721
830		0	_aIssues in Business Ethics, _x0925-6733 ; _v32
856	4	0	_uhttp://dx.doi.org/10.1007/978-90-481-9373-8
912			_aZDB-2-SHU
999			_c109020 _d109020