Conventional versus Radical Moral Agents: An Exploratory Empirical Look at Weber’s Moral-points-of-view and Virtues

Abstract

Max Weber’s work suggests that conventional management theory and practice is underpinned by a moral-point-of-view that places relatively high emphasis on both materialism and individualism. He calls for the development of radical management theory and practices to serve as a counterpoint. Both the conventional and radical moral-points-of-view are associated with specific virtues and practices. Weber suggests that, from a conventional moral-point-of-view, four primary virtues—mercy, submission, obedience and non-worldliness—give rise to specialization, centralization, formalization and standardization. In contrast, from a radical moral-point-of-view, these same four primary virtues are expected to give rise to sensitization, dignification, participation and experimentation (Dyck and Schroeder 2005). Our study contrasts and compares a sample of conventional and radical managers, to provide an empirical look at these expected differences, as well as testing for differences in their personal and spiritual virtues. Implications are discussed.