The ethical issues involved in managing corporate culture.

What is it about?

Plato’s programme for his ideal Republic involved establishing a "just" culture, in which its citizens would be committed to its success, by persuading them to believe a “noble lie”. Corporate leaders' programmes for maximising shareholder value often involve establishing "winning" cultures by persuading employees to believe selective stories of cultural compliance rewarded and cultural delinquency punished. Both programmes reflect "post-truth" thinking, whereby communicating the "right" moral messages matters more than telling verifiable truths. Plato justified manipulating people’s beliefs on the grounds that his philosopher-rulers were acting through unimpeachable wisdom and moral goodness. Corporate leaders justify manipulating employees’ beliefs on the grounds that they are acting through dutiful stewardship of the shareholder interest. This article considers the issues raised by Plato’s Republic as a guide to examining the ethical and practical issues raised by attempts to manage corporate culture.

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Why is it important?

The management of corporate culture is typically considered from a managerialist perspective. By considering it from the point of view from the organisation members whose thoughts and feelings senior managers are to shape so as to align them with their desired corporate culture, this paper identifies some seldom considered and potentially problematic ethical issues.

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