"Civil Economy: A New Approach to the Market in the Age of the Fourth Industrial Revolution" a paper by Zamagni (2018)

The article urges an urgent reexamination of market economy foundations and explores differences between civil and capitalist market models. It addresses the resurgence of the civil economy concept in public discourse and scientific research over the past quarter-century, emphasizing its relevance in navigating the challenges posed by the fourth industrial revolution and transhumanism. The article ends with an invitation to transcend the contradictions of the culture of libertarian individualism.

While we deviate to some degree from the virtues-goods-practice-institution schema provided by MacInyre (1984) we still rely heavily on its core assumptions (in the main link you find the seminal version of Beadle and Moore from 2006). In addition, though, we follow Tsoukas (2018), who in his article on strategy and virtue provides a helpful reconceptualization of the institution which involves "competitive institutional practice," involving "values articulation work" and "balancing work". Another helpful article to tie the VPI model to the common good and a dynamic (embedded) economic theory is written by Arjoon (2000).

"Self-Managing Organizations: Exploring the Limits of Less-Hierarchical Organizing" a paper by Lee/Edmonsdon (2017)

This paper surveys literature on less-hierarchical organizing, categorizing research into post-bureaucratic organizations, humanistic management, and organizational democracy. Despite previous extensive work, scholarly understanding of radical decentralization is limited. Proposing the term "self-managing organizations" for formal, systematic authority decentralization, we present a research agenda to deepen insights into less-hierarchical organizing.

"Collaboration as an organization design for shared purpose" a paper by Adler/Heckscher (2018)

“Shared purpose,” a widespread commitment to an organization's core mission, enhances performance by motivating and guiding joint problem-solving efforts. Yet, little is known about the organizational design supporting shared purpose in large, complex enterprises. Drawing from Selznick and Weber, a new form called collaborative is proposed, rooted in Weber’s value-rational social action but surpassing scale limitations of the collegial form. Four principles characterizing this collaborative form and managerial policies for their implementation are suggested.

"Organizational Identity, Formation and Change" a paper by Gioia et al (2013)

Beginning with an extensive review of the literature on organizational identity change, the focus is on the three pillars: centrality, endurance, and distinctiveness. A significant debate surrounds the stability of identity over time (the “enduring identity proposition”) versus its changeability (the “dynamic identity proposition”). Shifting to a smaller body of work on identity formation, examination of external influences and internal resources in shaping a nascent identity is conducted. Delving into controversies surrounding identity pillars, assessment of prevalent organizational identity views is undertaken, along with synthesis of research on both identity formation and change.

We rely on a number of concepts developed by POS. First, it helps us to frame (relational) energy - here thriving and high quality connections are of great interest. Second, we like the virtue framing approaches, for instance in compassion organising, which open new avenues for organisational development. Finally, we owe some of our own conceptualization of the good organisation to the synergistic perspective put forward in an article by Bright et al. (2014) who bridges POS with virtue ethics.

Torbert, W., Collaborative Developmental Action Inquiry, https://www.williamrtorbert.com/resources/cdai-cyber-library/

"First-, Second-, and Third Person Research in Practice" a paper by Trullen/Torbert (2016)

By being intentional about the ways in which we engage in such an inquiry and becoming “action researchers” of our own experience, we can go beyond our deeply ingrained defense mechanisms to create new possibilities for action. The first-, second-, and third-person research framework introduced below —the theoretical underpinnings of which are described in Torbert (2000) and Chandler and Torbert (2003)—is intended to help us integrate research and practice in ourselves, our teams, and our organizations.

Kegan, R. (1983), The Evolving Self: Problem and Process in Human Development

Narvaez, D. et al. (2000), A Neo-Kohlbergian Approach to Morality Research 

"Leadership and identity: an examination of three theories and new research directions" a paper by Ibarra et al. (2014)

Identity has emerged as a potent force in understanding leadership. This chapter reviews the contributions of role identity, social identity, and social construction theories toward comprehending the emergence, effectiveness, and development of leaders. In recent years leadership scholars have combined two or more of these identity theories to conceptualize and study a range of phenomena including transitions into leadership roles. Further research attention is needed, in particular the process by which non-prototypical leaders emerge, lead effectively, and develop; leader identities in contemporary settings characterized by globally distributed teams and multiple leadership roles; and identity evolution in the context of the life cycle of a leadership career.

"Phronesis and the Knowledge-Action Gap in Moral Psychology and Moral Education: A New Synthesis?" a paper by Darnell et al (2019)

As phronesis is a multicomponent construct, this article delineates its various components, providing a necessary precursor for potential empirical examination. The concept of a neo-Aristotelian multicomponent solution to the “gappiness problem” is compared with the neo-Kohlbergian four-component model, emphasizing the theoretical distinctiveness of the phronesis-based multicomponent model. In addition, the article suggests that operationalizing the phronesis model for instrument design and empirical inquiry within a neo-Aristotelian framework is both feasible and potentially fruitful.

"A New Big Five: Fundamental Principles for and Integrative Science of Personality" a paper by Pals/McAdams (2006)

A comprehensive framework for understanding the whole person remains elusive. This article aims to fill that gap by drawing on promising empirical and theoretical trends to propose five big principles for an integrative science of the whole person. Personality is conceptualized as an individual's unique variation on the general evolutionary design for human nature, expressed through dispositional traits, characteristic adaptations, and self-defining life narratives, all intricately situated in culture and social context. These principles offer a framework for integrating the Big Five model of personality traits with self-defining features of psychological individuality shaped by social tasks and the human need to make meaning in culture.