The Human Side of Japanese Enterprise

Abstract This article focuses on the workings of the Punjab Partition Committee in the crucial months of July and August 1947. In bringing new material to the historiography of partition, this article challenges the widely held assumption that the Punjab Partition Committee did not deliver. It argues that one must assess and value the large degree of cooperation and agreement between Punjab political leaders on the Committee, despite the charged political and communal atmosphere of the summer of 1947. Furthermore, it argues that the Committee created a limited sense of order during the disarray that prevailed in the run-up to the Transfer of Power. This order was brought about by the cooperation and work of the ‘middle tier’—the bureaucrats and other officials who are often missing from partition literature. The article shows the hard, bureaucratic—yet human—side of partition during these deliberations: at the same time as these people were carrying out partition, they were also suffering its effects. Finally, the Committee's negotiations show how the soon-to-be-established provinces and dominions were setting up their respective states through the procurement of assets and resources.

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Recognition and Work in the Platform Economy: a Normative Reconstruction

Philosophy of Management ◽

10.1007/s40926-021-00172-2 ◽

2021 ◽

Author(s):

Max Visser ◽

Thomas C. Arnold

Keyword(s):

Working Conditions ◽

Critical Discussion ◽

Future Research ◽

The Past ◽

Recognition Theory ◽

Normative Reconstruction ◽

Human Side ◽

Platform Economy

AbstractThe rise of the platform economy in the past two decades (and neoliberal capitalist expansion and crises more in general), have on the whole negatively affected working conditions, leading to growing concerns about the “human side” of organizations. To address these concerns, the purpose of this paper is to apply Axel Honneth’s recognition theory and method of normative reconstruction to working conditions in the platform economy. The paper concludes that the ways in which platform organizations function constitutes a normative paradox, promising flexibility and autonomy while at the same time creating working conditions that undercut these promises. The paper ends with a critical discussion of Honneth’s approach, possible supplementing ideas and further lines of future research.

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