Meaning, Authority, Rationality and Care as MARCs of sustainable organisations
2013 (English)In: Cross Cultural Management, ISSN 1352-7606, Vol. 20, no 2, 161-185 p.Article in journal (Refereed) Published
Purpose - The purpose of the article is to present MARC, a model for assessing – and improving – the health of organisations from a humanistic point of view.
Design/methodology/approach - The model has been developed in an organisational development clinical research tradition. The validity of the model rests on logical reasoning grounded in organisational and salutogenic research, and on it appearing useful to our clients and members in organisations where we have employed it.
Findings - When using the MARC model to structure analyses and facilitate discussions in organisations that have sought our aid, the model has helped reveal major sources of imbalance between its four aspects: Meaning, Authority, Rationality and Care. A major survey revealed no statistically significant differences between men and women. This indicates that the MARC concepts are general rather than gender-specific. The results also contradicted the often stated notion that men emphasise "hard" aspects (A and R) while women emphasise "soft" ones (M and C).
Originality/value - We demonstrate that support for the importance of each of the four aspects Meaning, Authority, Rationality and Care as perspectives in analysing and understanding organisations can be found in the organisational research literature. Our contribution is to argue the case that they represent four important human needs that need to be attended to in balance in an organisation if cooperation between the individuals in the organisation is to be sustainable from a human-centred perspective. MARC is designed to help visualise and focus this balance.
Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2013. Vol. 20, no 2, 161-185 p.
sustainability, work/life balance, business ethics, organisational culture, values
IdentifiersURN: urn:nbn:se:liu:diva-87382DOI: 10.1108/13527601311313436ISI: 000332268700008OAI: oai:DiVA.org:liu-87382DiVA: diva2:589065