Foundations in Management 2.0

Leaders who maintain failed systems Zombie leadership

Leadership detached from followers’ needs Toxic leadership

Persistence of outdated ideas Undead ideology

Illusion of control through hierarchy Symbolic authority

Power sustained by compliance Passive followership

Reviving legitimacy via ritual Symbolic maintenance

Breaking free through new meanings Collective redefinition

Reality built through interaction Social constructionism

Knowledge as relational process Relational epistemology

Self created in relationships Relational self

Language creates social worlds Linguistic construction

Truth as social agreement Co-created truth

Challenge to individualism Anti-essentialism

Focus on shared meaning Relational coordination

Leadership as joint action Relational leadership

Meaning created in conversation Dialogic process

Power through coordination, not control Co-active power

Identity formed in interaction Relational identity

Organizations as meaning systems Discursive organization

Change through new narratives Narrative reconstruction

Ethics as relational responsibility Relational ethics

Experience improves performance Learning curve

Cost drop per output doubling Progress ratio

Search triggered below goals Problemistic search

Experimentation through slack Slack search

Balance between using and exploring Exploit–Explore

Transform experience into routines Knowledge creation

Team diversity enables learning Diversity

Stability reduces knowledge loss Retention

Learning across units Knowledge transfer

Loss of accumulated know-how Knowledge depreciation

Learning from others’ errors Vicarious learning

Ability to absorb new knowledge Absorptive capacity

Deliberate unlearning for adaptation Purposeful forgetting

Organizations learn through shared meaning Cultural learning

Rejects “organizations think” idea Anti-cognitivism

Learning as maintaining identity Preservation

Know-how in practice, not minds Tacit practice

Meaning embodied in artefacts Cultural artefacts

Power shapes whose voices count Power in learning

Learning for continuity, not change Identity maintenance

Knowledge transmitted by participation Embodied knowing

Collective understanding across generations Socialization

Rejection of established science Science denial

Advancing fake theories Pseudotheory promotion

Within science’s domain but unreliable Pseudoscience

Selective use of data Cherry-picking

Ignoring refutation Zombie arguments

Creating fake controversies Manufactured doubt

Unequal evidence standards Asymmetric scrutiny

Denial tied to ideology and power Ideological denial

Expose denial tactics Scientific response

Experience encoded in routines Organizational memory

Learning from performance feedback Error correction

Organizations as cognitive actors Cognitive model

Efficiency as learning goal Normative bias

Trapped in suboptimal routines Competency trap

False cause–effect learning Superstitious learning

Confused success interpretation Ambiguity of success

Imitation as knowledge transfer Mimetic learning

Learning as problem response Adaptive learning

Multiple groups learning together Inter-CoP learning

Technology shapes collaboration Material mediation

Radiation and tools guide roles Sociomaterial coordination

Learning through doing in real time Situated learning

Shifting expertise roles Dynamic expertise

Mutual dependence across groups Coordination

No single dominating community Distributed authority

Balancing autonomy and control Hybrid collaboration

Group bound by shared practice Community of Practice

Path from novice to expert Legitimate participation

Learning through involvement Participation

Four elements: practice, identity, community, meaning PICM model

Knowledge embedded in activity Situated knowing

Cannot command, only support Cultivation

Stories show value of learning Narrative evaluation

Shared passion and expertise Collective engagement

Balancing distinctiveness and legitimacy Strategic balance

Competing by being unique Differentiation

Surviving by fitting norms Conformity

Acceptable deviation range Range of acceptability

Too different → lose legitimacy Legitimacy threshold

Too similar → intense competition Competitive crowding

Best performance at moderate deviation Inverse U-shape

Being “as different as possible, as similar as necessary” Strategic motto

Legitimacy as a resource Institutional capital

Why firms become similar Isomorphism

Arena of interacting actors Organizational field

Pressure from law or state Coercive isomorphism

Copying successful peers Mimetic isomorphism

Shared norms through professions Normative isomorphism

Mature fields → more similarity Field maturation

Legitimacy more important than efficiency Social rationality

Homogenization of organizations Institutional conformity

Modern iron cage of legitimacy Iron cage

Purposeful actions shaping institutions Institutional work

Creating, maintaining, disrupting Work types

Defining and legitimizing new rules Creating

Supporting and policing norms Maintaining

Undermining old beliefs Disrupting

Building normative networks Networking

Making new seem familiar Mimicry

Explaining cause–effect through theory Theorizing

Embedding practices into routines Routinizing

Continuous effort sustains stability Everyday maintenance

Organizations not passive rule-takers Strategic choice

Five response types A–C–A–D–M Response spectrum

Full compliance to norms Acquiesce

Balancing conflicting pressures Compromise

Hiding nonconformity Avoid

Openly rejecting rules Defy

Changing the rules themselves Manipulate

Response depends on legitimacy vs autonomy Dual logic

Institutional pressure shaped by 5C factors Context dependence

Defending existing order Institutional maintenance

Powerful actors resist reform Status-quo defense

Making reform appear impossible Incommensurables

Claiming markets are unique Market exceptionalism

Transparency threatens liquidity Liquidity argument

Reform as impractical Implementation critique

Resistance through technical language Technical framing

Change blocked by “incomparability” Denying commensuration

Maintenance requires active strategy Strategic inertia

Elites shaping institutions for control Elite power

Creating environmental accounting tools Institutional creation

Three phases: creation–conflict–popularization Institutional phases

Gatekeeping access to knowledge Gatekeeping

Making the new look legitimate Mimicry

Framing alternatives as inferior Demonization

Deliberate non-diffusion of knowledge Absence of educating

Claiming scientific authority Theorizing

Change used to preserve power Defensive innovation

Competing logics co-existing Institutional pluralism

Medicine vs. market in healthcare Logic rivalry

Physician expertise logic Professional logic

Efficiency and cost logic Market logic

Collaboration without replacement Coexistence

Managing rivalry through interaction Collaborative management

Separating medical and admin issues Differentiation

Considering doctors’ input informally Respectful negotiation

Alliances against government Temporary alignment

Joint innovation projects Co-innovation

Maintaining distinct identities Identity preservation

Local practices influencing field Bottom-up change

Cultural frameworks guiding action Institutional logics

Socially constructed meaning systems Meaning structures

Dual nature: symbolic & material Duality of logics

Historical patterns of practice Institutional order

Logic of market competition Market logic

Logic of hierarchy & control Corporate logic

Logic of expertise & profession Professional logic

Logic of belonging & loyalty Community logic

Each logic shapes identity & authority Logic influence

Logics must be enacted to exist Performed logics

Dynamic system allowing new logics Inter-institutional system

Sustainability logic emerging New institutional logic

Different logics → different models Logic enactment

Same industry, different practices Logic diversity

Imitation blocked by legitimacy rules Legitimacy boundary

Community logic → cooperation focus Community logic

Corporate logic → growth and scale Corporate logic

Market logic → profitability focus Market logic

Profit as means, not goal Social orientation

Shared values prevent imitation Normative constraint

Different identities, same field Segmented field

Business models shaped by culture Logic-based design

Legitimacy over efficiency Institutional legitimacy

Competing logics prevent convergence Anti-imitation effect

Language constructs social reality Linguistic turn

Hidden cognitive models shaping society Stories we live by

Cultural narratives structuring thought Cognitive stories

Stability through language and discourse Linguistic stability

Forgetting stories are “just stories” Naturalization

Analyzing language to reveal power Critical ecolinguistics

Goal: tell new, sustainable stories Transformative discourse

Shared beliefs about how the world is Ideologies

Language use by social groups Discourses

Control of discourse defines normality Power through discourse

Economics portraying humans as selfish Neoclassical ideology

Green consumerism as partial care Ambivalent discourse

Indigenous or poetic respect for nature Beneficial discourse

Evaluate, resist, promote stories Ecolinguistic strategy

Using one concept to structure another Framing

Restructuring meaning through new lens Reframing

Knowledge package shaping understanding Frame

Climate as security, market, or violence Climate frames

Problem–solution vs. predicament view Frame contrast

Development language shifting over time Evolving frames

Frames shape moral perception Moral framing

Describing one thing through another Metaphor

Machine view of nature Destructive metaphor

Nature as patient needing help Ambivalent metaphor

Nature as web or community Beneficial metaphor

Corporation as legal person Person metaphor

Corporation as psychopath Critical reframing

Metaphors make ideas feel natural Conceptual power

Language marking good or bad Evaluation

Repeated positive/negative phrasing Appraisal pattern

Growth and profit as moral good Economic evaluation

Warm weather framed as good Media appraisal

Wellbeing over wealth Alternative evaluation

Stories define moral direction Linguistic morality

Stories defining who we are Identity

Social roles shaped by discourse Subject positions

Rational price-driven consumer Rational consumer

Ethical, value-driven consumer Ethical consumer

Masculine competitive identity Masculine consumer

Surfer turned eco-activist Identity reframing

Identity shifts change behavior Discursive identity

Stories about truth or falsity Convictions

Degree of certainty or doubt Modality

Truth degree assigned to claims Facticity

Climate change as settled fact High facticity

Authority or data as truth source Legitimization

Challenge low-modality arguments Truth defense

Making something invisible in language Erasure

Completely omitted element Void

Only hinted trace remains Trace

Replaced or distorted presence Mask

Passive and abstract language hides agency Linguistic erasure

Who is erased or made visible? Visibility question

Making something stand out Salience

Restoring erased elements Re-minding

Naming and sensory imagery Vividness

Individual examples create empathy Personalization

Pronouns highlight agency Linguistic focus

Showing what matters in discourse Ethical salience

Why decent managers act immorally Moral ambivalence

Acting immorally without guilt Moral disengagement

Separating behavior from consequence Cognitive disconnection

Explains unethical acts without emotion Neutralization

Selective deactivation of moral control Disengagement process

Disconnecting morality from profit logic Corporate detachment

Focus on descriptive and normative ethics Ethical duality

Framing harm as serving a noble cause Moral justification

Softening harmful actions through wording Euphemistic labeling

Comparing to worse acts to seem better Advantageous comparison

Recasting unethical acts as beneficial Moral reframing

Language as moral camouflage Linguistic disguise

Blaming authority for one’s actions Displacement of responsibility

Hiding behind collective decision-making Diffusion of responsibility

Ignoring or minimizing damage done Distorting consequences

Using cost–benefit logic to justify harm Rationalization

Denial of real effects on others Consequence denial

Stripping victims of humanity Dehumanization

Portraying others as provoking harm Attribution of blame

Seeing self as victim, not perpetrator Victim narrative

Shifting moral responsibility outward Blame displacement

Emotional detachment from victims Moral distancing

Clear accountability and roles Accountability

Making harm visible to all Transparency

Avoid sanitized corporate language Challenging euphemism

Show human impact of actions Humanization

Expose excuses and reassign agency Legitimacy challenge

Judging by outcomes Consequentialism

Judging by duty or intent Deontology

Profit vs. moral obligation Ethical conflict

Using ethics to evaluate actions Moral reasoning

Combining “is” and “ought” Descriptive–normative link

Historical boundary between reason and madness Reason–madness divide

Madness as social, not medical construct Social construction

Institutions define who is “normal” Institutional exclusion

From leprosy to confinement Replacement of isolation

Madness confined to protect order Great confinement

Knowledge and power create “truth” Power–knowledge

Medicine as moral authority Medicalization of control

Controlling deviance through exclusion Social discipline

Resistance through questioning “truths” Exposing power

Shift from violence to surveillance Disciplinary power

Controlling behavior through norms Normalization

Being seen without knowing when Panopticon

Observation produces obedience Surveillance

Testing and grading as control Examination

Measuring to define normality Evaluation

Internalized self-control Self-discipline

Power becomes self-regulation Internalization

Resistance within power relations Immanent resistance

Knowledge legitimizes control Knowledge as power

Rule through data and transparency Information regime

Power works through freedom Psychopolitics

Desire to be visible online Voluntary subjugation

Control through algorithms and data Data capitalism

Freedom turned into control Positive power

People exploited as data sources Data exploitation

Truth replaced by circulation Post-truth

Endless content blurs reality Infodemic

Loss of rational debate Collapse of discourse

Fragmented digital tribes Filter bubbles

Speed over reflection Virality logic

Panopticon 2.0: we want to be seen Digital surveillance

Exhaustion through self-optimization Self-exploitation

Numbers define what is responsible Ideology of numbers

Quantification as neutral truth Objectivity illusion

Only measurable aspects matter Visibility bias

Numbers as disciplinary tools Numerical control

Power through comparison Normalizing power

Firms internalize norms via rankings Self-disciplining

Defining “good” and “bad” firms Moral classification

Creating moral hierarchy via scores Rating hierarchy

Hiding power behind positivity Euphemization

Making systems seem rational Legitimation

“Helping firms improve” masks control Soft governance

Making unlike things comparable Commensuration

Transforming quality into quantity Quantification

Simplifying complex information Abstraction

Reducing uncertainty via metrics Rationalization

Numbers create social order Cognitive control

Measurement changes reality Performativity

Numbers as moral authority Mechanical objectivity

Legitimacy through appearing technical Depoliticization

When values cannot be compared Incommensurability

Protecting moral domains from markets Value boundary

Rankings and categories produce truth Constructed objectivity

Producing and communicating numbers Quantification

Two types: marking and comparing Number categories

Measures reshape what they measure Reactivity

Normalization through statistics Statistical morality

Remote control through data Audit at a distance

Trust built on rules, not people Mechanical objectivity

Ambiguity removed as data travels Uncertainty absorption

Metrics appear self-evident Authority of numbers

Numbers both reveal and conceal Dual power

Ask: who benefits, who is silenced? Ethical questioning

When indicators replace purpose Indicatorism

Focusing on numbers over meaning Goal displacement

Manipulating data to look better Gaming

Individual stress from targets Performance pressure

Short-term focus replaces mission Organizational cost

Societal complexity hidden by metrics Reductionism

Indicators should start dialogue Conversational use

Combine metrics with stories Mixed evaluation

Add qualitative context Narrative balance

Measure what matters, not what’s easy Purpose alignment

Social and material are inseparable Sociomateriality

Organizing always involves artefacts Material mediation

No social without material, no material without social Constitutive entanglement

Rejects dualism of human vs. technology Anti-dualism

Agency distributed among human and nonhuman Distributed agency

Temporary stabilizations of relations Assemblages

Technology part of everyday practice Embedded materiality

Studying entanglement, not effects Practice focus

Example: BlackBerry creates constant availability Sociomaterial norm

Organizing as ongoing entanglement Continuous enactment

Human ability to act intentionally Human agency

Technology shaping what actions are possible Material agency

Human and material actions interwoven Imbrication

Mutual dependence between people and tech Co-production

Technology enabling new actions Affordance

Technology constraining behavior Constraint

Affordance arises only in use Relational property

Routine or technology can adapt first Sequential change

Past imbrications shape future possibilities Temporal layering

Middle ground between determinism and constructivism Balanced view

Technology effects depend on use Feature-based analysis

Perceived possibilities for action Affordances

Individual benefits only Individualized affordance

Group benefits through division of tasks Collective affordance

Shared understanding of use Shared affordance

Shared affordance enables change Collective stabilization

Change arises from convergent use Convergent pattern

Technology alone doesn’t cause change Use-dependence

When feature use stabilizes → network change Stabilized enactment

Tech enactment reshapes communication Organizational reconfiguration

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