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Action Research as a Creative Teaching Method for Humanistic Management Education: A Case Study of Undergraduate Business Students
This study explores how action research and humanistic management principles support responsible business education at De La Salle University, Philippines. This case study encompassed 36 student group action research projects with results that show how doing action research helps students create practical solutions to organizational and community problems. Key outcomes included improved well-being, feedback, productivity, empowerment, and community ties. Students developed systems thinking, stakeholder engagement, ethics, and reflection skills, preparing them for societal and business leadership. The paper discusses implications for educators preparing students for global challenges and suggests future research on creative teaching in business education.
Patrick Adriel H. Aure, Action research as a creative teaching method for humanistic management education: A case study of undergraduate business students,
The International Journal of Management Education, Volume 23, Issue 2, 2025, 101179, ISSN 1472-8117, https://doi.org/10.1016/j.ijme....
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A Dignity-Vulnerability Approach Framework to Maximize Well-Being Outcomes by Transformative Service Initiatives
This paper aims to explore how service organizations can improve the effectiveness of well-being creation efforts given the pressing societal issues and global crises. In this paper, the authors examine two essential dimensions (dignity and vulnerability approach) to develop a theoretical framework. This framework can be used to increase the effectiveness of well-being outcomes created by transformative service initiatives (TSIs) and minimize their negative unintentional consequences.
Kabadayi S, Livne-Tarandach R, Pirson M (2023), "A dignity-vulnerability approach framework to maximize well-being outcomes by transformative service initiatives (TSIs)". Journal of Services Marketing, Vol. 37 No. 9 pp. 1151–1166, doi: https://doi.org/10.1108/JSM-03-2023-0110
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How Alternative Management Ideas Are Realized for the Public Good: Performative Fabrics of Humanistic Practices
Repurposing management for the public good involves realizing alternative ideas to serve societal interests. Humanistic management is centered on such ideas as human dignity and well- being. Realization refers to the generation and maintenance of social realities core responding to these ideas. The conceptual lens of performativity is uniquely suited for studying realization but requires broadening to capture the wider set of practices involved. Accordingly, we explore the wider performative practices that realize humanistic management ideas and how they do so. We studied three cases through a thematic analysis of 165 interviews, secondary sources, and observations. Our framework explains how humanistic management ideas were realized through performative fabrics of practices, interwoven heterogeneous practices that make and keep the embedded humanistic management ideas real. We prime a change in the conversation from studies of individual performative practices to relational studies of performative fabrics of practices. We also advance the performativity discussion to understand generativity, stabilization, defense, and reformativity. Our framework contributes theoretically and practically to repurposing management for the public good and offers insight into desirable future making.
Laasch, O., Livne-Tarandach, R., Qu, Q., Fu, P. and Pirson, M. (2026), How Alternative Management Ideas Are Realized for the Public Good: Performative Fabrics of Humanistic Practices. J. Manage. Stud.. https://doi.org/10.1111/joms.1...
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Humanistic Organizing: The Transformative Force of Mindful Organizational Communication
In a workforce characterized by constant disruption across social, economic, and environmental domains, as well as widespread employee suffering in the form of stress, burnout, and disengagement, both scholars and leaders have called for business to undergo transformative change in an effort to bring about collective flourishing. Drawing inspiration from Buddhist philosophy and research on the communicative constitution of organizations, we present a new theory that explains how organizations can foster a positive form of organizing—what we term humanistic organizing—through a tripartite framework of mindful organizational communication. Our theory demonstrates that transforming organizations to become more humanistic is a matter of rethinking an organization’s underlying ethos, grounding that new ethos in humanistic principles, and then: (a) embedding the wisdom of this new ethos in organizational communication, (b) intentionally drawing on this wisdom in everyday talk and text, and (c) ethically enacting this wisdom in the form of ongoing organizing practices, which may include revising the preexisting organizing practices. We illustrate our theory through two case illustrations: one that reflects an organization that has demonstrated humanistic organizing from its inception, and another that reflects an organization that underwent a transformative process to become more humanistic.
Town, S., Reina, C. S., Brummans, B. H. J. M., & Pirson, M. (2024). Humanistic organizing: The transformative force of mindful organizational communication. Academy of Management Review, 49(4), 1025–1047. https://doi.org/10.5465/amr.2021.0433
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