We put knowledge to work

By combining hard and soft skills and fostering cooperation

  • Full Screen
  • Wide Screen
  • Narrow Screen
  • Increase font size
  • Default font size
  • Decrease font size

Newsflash

E-mail Print PDF
Article Index
Games where the throne of the organisation is at stake
Values
Characteristics
Conditions and ecosystems
Threats
Conclusion
All Pages

Games where the throne of the organisation is at stake

What happened in a time span of 30 years during which the values ruling business changed.

In the seventies I learned a corporation has responsibilities towards many stakeholders, society as a whole was one of them, and not the least. In the beginning of the twenty-first century the cry 'greed is good' is shouted over an economic graveyard where trust is the least available asset. Particularly where one would expect it: in the finance industry.

This article treats the bi-polar view on the forces in power of an organisation, the differences, the context within which they appeared, the threats they represent and finally what could be done to reduce the risks involved in each of the approaches.

Let's first name the opponent power systems.

The first name could best be borrowed from the economist Galbraith: technostructure. In this system the power lies with the management of an organisation.
It will be described through comparison with the next system, which is sometimes referred to as 'market fundamentalism'. The term stands for the late evolution of the neo-liberal school which originally promoted socially corrected market economies but turned to the dictatorship of the markets around the 1980 ies. Here the power lies with the shareholders.

On greed, you may find links to:

Greed is good (Gordon Gekko in the film Wall street: money never sleeps)

Banker's quotes on greed

50 quotes in Psychology Today (to balance with the previous set of quotes)

The History of greed

 



You are here Home