This article echoes those voices that demand new approaches and 'senses' for management education and business programs. Much of the article is focused on showing that the polemic about the educative model of business schools has moral and epistemological foundations and opens up the debate over the type of knowledge that practitioners need to possess in order to manage organizations, and how this knowledge can be taught in management programs. The article attempts to highlight the moral dimension of management through a reinterpretation of the Aristotelian concept of practical wisdom.

Organization scholars have recently studied the internal challenges and opportunities faced by companies that combine business and social logics (i.e., social business hybrids). By adopting a demand-side perspective, this paper addresses the implications of hybridity for strategic choices with products and businesses by focusing on the role of social business hybrids’ customers. In the conceptual framework, social identity theory explains how hybridity generates both positive and negative demand-side externalities. Thus, hybridity can be a source of competitive advantage in the marketplace, but also create hurdles to firms’ ability to scale up their business. Diversification represents a potential choice that simultaneously generates growth, preserves hybridity, and avoids negative demand-side externalities. This paper analyzes the optimal type, timing, and scope of such diversification.

Corporate sponsorship of events that support social values (e.g., human rights) help firms infuse their products with symbolic meaning, prolonging their life cycle. Yet, higher product prices might spark perceptions that the firm invests in social values for calculative or opportunistic motives, in which case event sponsorship is unlikely to deliver the expected benefits in the form of product longevity. This study explores this potential tension empirically, using data related to sponsored social events, entry prices, and product longevity for a U.S. cosmetics producer. Copyright © 2014 John Wiley & Sons, Ltd.

ABSTRACT. This study introduces the concept of moral imagination in a work context to provide an ethical approach to the controversial relationships between dirty work and dirty workers. Moral imagination is assessed as an essential faculty to overcome the stigma associated with dirty work and facilitate the daily work lives of workers. The exercise of moral imagination helps dirty workers to face the moral conflicts inherent in their tasks and to build a personal stance toward their occupation. Finally, we argue that organizations with dirty work groups should actively adopt measures to encourage their employees' exercise of moral imagination. This study investigates how organizations might create conditions that inspire moral imagination, particularly with regard to the importance of organizational culture as a means to enhance workers' moral sensitivity. Furthermore, this investigation analyzes different company practices that may derive from a culture committed to moral imagination.

This article investigates whether Aristotelian practical wisdom could be considered as an advantageous "sense" in management practice and as an alternative rationality to that defended by modern tradition. Aristotelian practical wisdom is re-conceptualised in order to emphasise the intuitive component of practical wisdom, an aspect often sidelined by business ethicists. Levinas' insights are applied to Aristotelian practical wisdom in such a way that the role of emotion in moral action would be reinforced. It is argued that the role of emotion in moral action and wise deliberation requires re-definition in accordance with the indeterminate character of the moral. Moreover, I argue Levinas' approach might be helpful to bring to light the conflictual aspect inherent in being prudential. By reinterpreting the intuitive component of practical wisdom as Levinas' moral impulse, wisdom theory is expanded to include the face, and to better account for the conflictive and the emotional aspects of phronesis. This approach enables practical wisdom to be understood as a human "sense" in ways that assist how we manage and understand contemporary organizations.