The body of work pre s ented in this issue and the next (Volume 12, Issue 1)
arose from a question both editors had separately harboured for some years, namely:
what role can philosophy play in the practice and conceptualisation of management?
Contemporary discourses within the academic discipline of management have tended to
err on the side of science, either in the striving for replicative and iterative advancement in
the proof-laden establishment of âfactsâ or, what is worse perhaps, the iterative and replicative
containment of knowledge within languages or discourse that force the writer and the
reader into narrow confines of thought â" and thus narrow lanes by which to survey the field
of enquiry. Indeed the extent of oneâs vision itself becomes constrained such that only those
fields readily open to view from the confines of the discourseâs perspective are ever regarded
as legitimate; science has a remarkable degree of parochialism built into its very axiology.
Unfortunately so too has logic, the ultimate science of philosophy.
As the Cambridge mathematician and Harvard metaphysician A.N. Whitehead
concluded, âthe final outlook of Philosophic thought cannot be based upon the exact statements
that form the basis of the special sciences. The exactness is a fakeâ. (1941: 700) Never
has Whiteheadâs assertion been more true and yet more disregarded.