Now working once again on my Knight-based ‘theory of the firm’, with some major new insights.  Most pleasing, a shift from ‘the firm’ as a theory to be implemented to ‘the firm’ as a practice – a work of art like a ballet or a symphony.  Helps show ‘management’ as an art-form – of peculiarly high significance, of course.

All our ducks lined up for the Academy of Management 2020 Meeting in Vancouver.  Hope it will turn out to be fun.  Working on something additional for Society of Business Ethics 2020 Meeting which overlaps with the Academy.

New appointments at the Fordham Center for Humanistic Management. and the Rutgers Institute of Ethical Leadership

New Calls for Papers1Journal of Knowledge Management Special Issue and  2AMLE Call on History of Business Schools

Academic Activities. I came into management education in 1971 after Naval service and managerial work in several industries. I wanted to understand this experience. It proved more difficult – and more interesting – than I imagined. Ever since I have been working on a theory of the firm that hinges on the managerial/entrepreneurial imagination. I have only recently understood how we might proceed by making Knightian uncertainty central, questioning why firms exist and what they are. The move brings strategy, entrepreneurship, ethics, and leadership together into a single inquiry. The most crucial elements are (a) non-zero transaction costs, and hence (b) the processes that create economic value at least sufficient to cover these costs. Regrettably, Williamson’s analysis obscures rather than clarifies.

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