Ethics, Governance Moral Governance, Theory X Theory & Practice Systems Thinking


This paper revisits Ghoshal’s views (2005, 1996) on the implications of bad management theory for managerial practice.  In particular, it examines the persistence of assumptions underpinning moral governance and associated managerial practices in organizations, despite countervailing evidence of efficacy. Drawing on mini-case illustrations, and notions from systems thinking (Senge, 1993, 1999, 2010) and cognitive psychology (Tversky and Kahnemann, 1974), the paper develops a systems perspective that suggests how in some circumstances, cognitive bias rather than intention may explain a paradoxical persistence or adherence to ideology, ideology-based theory and to theory-informed practice.

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