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Creating New Knowledge in ManagementAppropriating the Field's Lost Foundations$
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Ellen O'Connor

Print publication date: 2011

Print ISBN-13: 9780804770750

Published to Stanford Scholarship Online: June 2013

DOI: 10.11126/stanford/9780804770750.001.0001

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Conclusion and Solution

Conclusion and Solution

Integrating the Knowledge Traditions and Building a Science of Management

Chapter:
(p.210) Chapter 10 Conclusion and Solution
Source:
Creating New Knowledge in Management
Publisher:
Stanford University Press
DOI:10.11126/stanford/9780804770750.003.0010

Drawing on the ideas of Mary Parker Follett and Chester Barnard, this chapter assesses the prospects for a science of management that understands integration per se, and particularly the processes by which it creates new value(s) in dynamic conditions. What sets management science apart from all other sciences is its concept of a superstructure in which science itself is understood as one of many autonomy-seeking entities connected interdependently with other institutions. According to Follett, institutions pursue autonomy amid interdependence in dynamic conditions. Barnard supported this view by explaining that institutions create artificial boundaries and convenient fictions. The executive-scholar represents a new institution that has yet to be fully utilized for new knowledge creation. This chapter also considers the burden of personal responsibility as well as the elite heritage and legacy of paideia/humanitas.

Keywords:   Mary Parker Follett, Chester Barnard, management science, knowledge, personal responsibility, superstructure, autonomy, executive-scholar, paideia, humanitas

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