Dr Wilhelm K. Neuland, Dr Tish F. Taylor
Abstract
Irresponsibility as a concept, in stark contrast with corporate social irresponsibility (CSI), is under researched. There is also a consistent decline in global workplace wellness, of which manager engagement shows an alarming drop. This study links irresponsibility with manager engagement on a conceptual level. In terms of the lack of topical literature, an experimental approach, anthropomorphic superimposition, is used to make sense of the literature. Furthermore, a conceptual framework, inspired by the OODA-loop along with a decision-tree adds to the utility of this non-empirical study with conceptualisation as research method. Implications on scholarly work include a well-considered definition of irresponsibility, along with criticism on the utility of contemporary research within the managerial sciences. Implications for managers include useful advice to curb irresponsibility within their teams and also within themselves. Ultimately, the research aim was achieved and as such, the research problem resolved. Future researchers are called upon to redirect their research efforts to human traits as it manifests within the realm of managerial science.