Humility in Business: A Contextual Approach
In: Journal of business ethics: JBE, Band 138, Heft 1, S. 91-102
ISSN: 1573-0697
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In: Journal of business ethics: JBE, Band 138, Heft 1, S. 91-102
ISSN: 1573-0697
In: Media, Culture & Society, Band 44, Heft 3, S. 532-548
ISSN: 1460-3675
The recent discussion on mediatisation prompts questions about how it arises and how social spheres are marked by it. In this article, we use business as an example of a social sphere to show that the production of normativity by and through the media is a central aspect of mediatisation. The empirical case of the article is the Deepwater Horizon disaster. Six specific techniques were used by the media to construct the case as an instance of corporate misbehaviour that met public recognition. The techniques are instrumental in forming the predicament of a modern mediatised business sphere, it is argued.
In: Revista mexicana de ciencias políticas y sociales, Heft 204, S. 137-143
ISSN: 0185-1918
In: Government information quarterly: an international journal of policies, resources, services and practices, Band 34, Heft 4, S. 567-577
ISSN: 0740-624X
In: Information Polity: the international journal of government & democracy in the information age, Band 26, Heft 3, S. 289-310
ISSN: 1875-8754
Despite the importance of inter-organisational information sharing (IOIS) in the public sector, such endeavours often fail. Existing research has shown that the values held by collaborating organisations are one important factor affecting these kinds of initiatives. However, research has sought only to a limited extent to address how value conflicts come into play over time. Therefore, this paper aims to explore how conflicting values shape an inter-organisational information-sharing practice in the public sector over time. Using the local/global network framework, we analyse four years' worth of information sharing in an inter-organisational advisory group in the context of Swedish nuclear waste management. We conclude that different value conflicts are emphasised to different extents at different points in time. That is, values do not uniformly affect IOIS activities, and such conflicts over time reduce the set of potential IOIS activities. We also conclude that when IOIS activities are driven by an individual organisation's values, individual value rational activities may co-exist with a dysfunctional long-term IOIS practice.