Browsing by Author "Kačerauskas, Tomas"

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    Ethics in business and communication: common ground or incommensurable?
    (Technická Univerzita v Liberci, 2019-03-15) Kačerauskas, Tomas; Ekonomická fakulta
    Do business and communication share common ethical ground or are they incommensurable notions? This paper explores the on-going conversation surrounding the role of ethics in business and communication and related practical issues. A critical approach has been applied towards the issues, and a historical approach applied by demonstrating the ethical ideas in the history of philosophy. The regional approach is used which appeals to such ethical regions as professional ethics as well ethics in the cultural rims. Through the analysis of the relationship between global and local ethics in business and communication, the paper examines problems and issues with particular reference to meta-discourse, media, market, and, significantly, propaganda. Part 1 considers the main problems germane to business ethics, which is followed by analysis of the issues pertaining to communication ethics. Part 2 draws a comparison between the two and develops a critical approach. Kantian analysis is applied to the generally accepted maxims of ethics in business and communication. Such maxims include the reminder that: “uniformity in global communication is not possible”; and “avoid conducting business by slavishly copying others”. Furthermore, “never seek either business or communication at any price”. Put simply, the aforementioned imply something that is both simple and direct: “know the limits of your communication” and “know the limits of your business”. The paper adopts a critical approach rather than euphoric discourses concerning business and communication ethics that are typical of much of the current literature. Beside this, the relationship between global (universal) and local (regional) in ethical level is developed.
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    Gamification in management: Positive and negative aspects
    (Technická Univerzita v Liberci, ) Kačerauskas, Tomas; Sederevičiūtė-Pačiauskienė, Živilė; Šliogerienė, Jolita; Ekonomická fakulta
    The phenomenon of gamification is analysed, identifying positive aspects of gamification, risks and problems. The paper adopts a method of systematic critical literature analysis in English, German, and Russian. We provide the most relevant gamification definitions classified into two main groups, fundamental and practical. The confusion of these groups or ignorance of one causes particular problems in understanding gamification. We face two levels of gamification in different areas of business management. It is the so-called meta- or macro-level and applied or micro-level. The paper aims to demonstrate the broader context of gamification in management by revealing the phenomenon’s positive and negative aspects. To reach the aim, five objectives were defined: i) to show the broader context of gamification in management; ii) to reveal the problems, risks, or even negative aspects of gamification in management; iii) to appeal to the practical issues how and in what areas to use gamification; iv) to show a broader cultural and philosophical context behind the manager interpretation of gamification; v) to introduce the discourse of gamification as an integrated theoretical approach that could reveal essential aspects of management. Gamification has both positive and negative aspects in all areas of management. On the one hand, gamification increases productivity and improves service, contributes to innovative participatory thinking and action, improves internal control, coordination, communication, collaboration, and creativity, increases motivation and pleasure at work, develops the soft skills of employees and reduces costs, as well as contributes to better acclimatisation. On the other hand, gamification commercialises human relations, causes novelty effects, elicits desired behaviour and predicts job performance, transforms organisational culture in unpredictable and counterintuitive ways, results in stress and anxiety, lowers self-esteem, causes exhaustion, conflict, and incomplete knowledge, serves as a means of domination and mobbing, and finally increases free-riding and work intimidation.
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    The paradoxes of creativity management
    (Technická Univerzita v Liberci, 2016-12-05) Kačerauskas, Tomas; Ekonomická fakulta
    Creativity is a very important aspect of market economy. Creativity is an ambivalent and contradictory phenomenon that covers both positive and negative aspects. As a result, management of creativity faces some paradoxes. The paper deals with 10 paradoxes of creativity management including one grand paradox (GP) and nine minor paradoxes (MP). By stimulating creativity, the managers risk to provoke the disobedience for their instructions including an instruction to develop creativity (GP). Successful period of an organization is an obstacle to develop the creative ideas (MP1). A radical implementation of creative ideas threatens the identity of organization (MP2). Creativity provokes the conflicts in organization (MP3). Every inventor or innovator tries to negate his (her) social environment that has educated and stimulated him (her) (MP4). Although hard management kills creativity, the latter needs sometimes very hard decisions (MP5). The worse the results are, the more creative the decisions in organization are (MP6). Organizations should manage both quantity and quality (MP7). Organization needs not only management of knowledge but also management of ignorance and naiveté (MP8). The managers should forget the past success of organization and think about future end of it (MP9). The main aim of this paper is to describe these paradoxes. Another aim is to present the different approaches towards creativity management. Finally, the paper seeks to dethrone a naive attitude that creativity in economy solves all possible problems. The biggest challenge to the management is the very creativity.