Responsible management: an Indigenous perspective
Capitalism's market-driven model of the firm combined with exponential scientific and technological advancement, have produced unprecedented global wealth (World Bank, 2018). There have been, however, unwelcome side-effects, namely the concentration of this wealth in a few countries and environmental degradation and impacts on human health (Barrow, 2006; Kiernan, 2018) which have necessitated alternative measures of human (UNDP, 2014) and environmental development (Costanza et al., 2017). Regardless of polarising moral postures about whether or not business has a responsibility to and can act against the cumulative effects of unabated negative externalities, managerialism is being nudged off its perch of presumed neutrality to one of being an active agent of change for a good and better world (Barrow, 2006; C. M. Hall, 2019). Tentative steps characterised as responsive management (doing more than the minimum to help others outside the firm) have given way to general acceptance of responsible management as mainstream managerial discourse (Crane et al., 2008). The world cannot seemingly wait for the Friedmanites (those who maintain profit maximisation is the sole, right and proper purpose of the firm) (Friedman, 1982) and the Bowenites (those who maintain firms have responsibilities beyond profit maximisation) (Bowen, 2013 ) to come to a concensus over the rightness or otherwise of the firm's role in improving human and environmental conditions.