Alle Publikationen
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2010
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(2010): Ethnomethodology and the moral accountability of interaction. Navigating the conceptual terrain of ‘face’ and face-work. In: Journal of Pragmatics 42 (8), S. 2147-2157. DOI: 10.1016/j.pragma.2009.12.019
DOI: https://doi.org/10.1016/j.pragma.2009.12.019 Abstract: Ethnomethodology investigates the mundane, practical work of society's members’ sense-making practices and how they reproduce social–moral orders. It also reminds us that ‘face’ and face-work are overarching social science concepts which assist social scientists in doing their descriptive work. This paper outlines aspects of ethnomethodology's contribution to the study of ‘face’ and the doing of face-work in terms of an interactional accomplishment. While this occupied Goffman, he did not use detailed data of the kind this paper uses—that is, audio/video recordings and subsequent detailed transcriptions of members’ everyday naturally occurring interaction. The paper will reproduce one strip of interaction drawn from a wider ethnographic study of senior organizational members doing their strategy work across time and space. The analytical interest is focused on just two aspects: one is Garfinkel's notion of the moral accountability of action, and the second draws o n Sacks’ seminal work on membership categorization devices. The latter brings to our attention the predicates or ‘rights and obligations’ pertaining to categories. Moreover, when a breach is discerned on this front, then emotional displays are skillfully warranted as the excerpt indicates. Examining members interactional accomplishment of such phenomena as proposed here will be shown to add further empirical and theoretical texture/insight to Goffman's concept of face and face-work, or, as is proposed here, the moral accountability of interaction constituting social–moral order(s) or ‘society’. (PsycINFO Database Record (c) 2017 APA, all rights reserved) zitiert von 30
1998
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(1998): From control to values-based management and accountability. In: Journal of Business Ethics 17 (13), S. 1379-1394. DOI: 10.1023/A:1006079110633
Abstract: In recent years a series of developments in apparently loosely coupled domains have contributed to the development of new and vital perspectives on how to manage complex social systems such as corporations. These developments include improved communications technologies, increased awareness by constituencies of their potentials for influencing corporate behaviour, increased complexity and reduced transparency in large, heterogeneous organisations, a corresponding reduction in the capacity of traditional accounting and reporting systems to reflect organisational performance, new demands from employees as to their work environments, from customers as to ecological and ethical sensitivity, from civil society and governments as to social and environmental accountability etc. A result is a major shift in the way organisations are choosing to observe themselves and to describe, measure, evaluate and report on their performance. From a focus on efficiency and control to a values-based perspective on management, corporate identity and success. And from a focus on legal compliance and financial performance to a focus on corporate social and ethical responsibility and accountability. The introduction provides a background for this transformation while the body of the paper motivates the on-going shift from control to values-based management. The article concludes with reflections on corporate accountability and the emerging practices of social and ethical accounting, auditing and reporting.
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