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  1. added 2018-10-16
    Culpable Ignorance in a Collective Setting.Säde Hormio - 2018 - Acta Philosophica Fennica:7-34.
    This paper explores types of organisational ignorance and ways in which organisational practices can affect the knowledge we have about the causes and effects of our actions. I will argue that because knowledge and information are not evenly distributed within an organisation, sometimes organisational design alone can create individual ignorance. I will also show that sometimes the act that creates conditions for culpable ignorance takes place at the collective level. This suggests that quality of will of an agent is not (...)
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  2. added 2017-11-28
    Institutionalizarea eticii: mecanisme si instrumente.Mihaela Constantinescu & Valentin Muresan - 2013 - Bucharest: University of Bucharest Press.
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  3. added 2017-10-05
    Implementing Leadership Decisions.Marcus Selart - 2010 - In A Leadership Perspective on Decision Making. Oslo: Cappelen Academic Publishers. pp. 123-143.
    In this chapter it is demonstrated that the way in which leaders implement a decision largely depends on the nature of it, that is, whether it is strategic or not. Leaders must be as open as possible and not withhold information from the persons involved in the process. Therefore, they should distribute as much relevant information as possible to meeting participants before a meeting. At the same time, they must be able to steer the process. It is not unusual for (...)
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  4. added 2017-09-02
    The Labor-Saving Device: Evidence of Responsibility?Edmund Byrne - 1989 - In G. L. Ormiston (ed.), From Artifact to Habitat: Studies in the Critical Engagement of Technology. Bethlehem, PA: Lehigh University Press. pp. 132-154.
    -/- This article was first published in Technology and Contemporary Life, Philosophy and Technoloy vol. IV, ed. Paul T. Durbin, Dordrecht/Boston: D. Reidel, 1988, pp. 63-85.
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  5. added 2017-03-27
    The “Cog in the Machine” Manifesto.Robert E. Allinson - 1998 - Business Ethics Quarterly 8 (4):743-756.
    As a response to Diane Vaughan’s controversial work on the NASA Challenger Disaster, this article opposes the conclusion that NASA’s decision to launch the space shuttle was an inevitable outcome of techno-bureaucratic culture and risky technology. Instead, the argument developed in this article is that NASA did not prioritize safety, both in their selection of shuttle-parts and their decision to launch under sub-optimal weather conditions. This article further suggests that the “mistake” language employed by Vaughan and others is inappropriate insofar (...)
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  6. added 2017-03-21
    Voice Without Say: Why Capital-Managed Firms Aren't (Genuinely) Participatory.Schwartz Justin - 2013 - Fordham Journal of Corporate and Financial Law 18:963-1020.
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  7. added 2017-03-21
    Where Did Mill Go Wrong? Why the Capital-Managed Rather Than the Labor-Managed Enterprise is the Predominant.Schwartz Justin - 2012 - Ohio State Law Journal 73:220-85.
    In this Article, I propose a novel law and economics explanation of a deeply puzzling aspect of business organization in market economies. Why are virtually all firms organized as capital-managed and -owned (capitalist) enterprises rather than as labor-managed and -owned cooperatives? Over 150 years ago, J.S. Mill predicted that efficiency and other advantages would eventually make worker cooperatives predominant over capitalist firms. Mill was right about the advantages but wrong about the results. The standard explanation is that capitalist enterprise is (...)
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  8. added 2016-08-05
    How Do I Fix This? Managing a Product-Harm Crisis.Robert E. Davis - manuscript
    Product-harm crisis is an important organizational management topic due to the potential detrimental business impact. Organizations are more vulnerable than ever to the possibility of product related incidents disrupting business at any point in the supply chain. To counteract this implicit threat to an organizations reputation and financial wellbeing, if properly deployed, continuity management fosters the ability to run in the face of a crisis event; whereby business continuity management induces the means for appropriate product-harm crisis responses. In this study, (...)
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  9. added 2016-07-02
    Organizational Posthumanism.Matthew E. Gladden - 2016 - In Sapient Circuits and Digitalized Flesh: The Organization as Locus of Technological Posthumanization. Defragmenter Media. pp. 93-131.
    Building on existing forms of critical, cultural, biopolitical, and sociopolitical posthumanism, in this text a new framework is developed for understanding and guiding the forces of technologization and posthumanization that are reshaping contemporary organizations. This ‘organizational posthumanism’ is an approach to analyzing, creating, and managing organizations that employs a post-dualistic and post-anthropocentric perspective and which recognizes that emerging technologies will increasingly transform the kinds of members, structures, systems, processes, physical and virtual spaces, and external ecosystems that are available for organizations (...)
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  10. added 2016-02-03
    Firms, States and Democracy: A Qualified Defense of the Parallel Case Argument.Iñigo González Ricoy - 2014 - Law, Ethics and Philosophy 2.
    The paper discusses the structure, applications, and plausibility of the much-used parallel-case argument for workplace democracy. The argument rests on an analogy between firms and states according to which the justification of democracy in the state implies its justification in the workplace. The contribution of the paper is threefold. First, the argument is illustrated by applying it to two usual objections to workplace democracy, namely, that employees lack the expertise required to run a firm and that only capital suppliers should (...)
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  11. added 2014-07-29
    Our Responsibility to Manage Evaluative Diversity.Christopher Santos-Lang - 2014 - Acm Sigcas Computers and Society 44 (2):16-19.
    The ecosystem approach to computer system development is similar to management of biodiversity. Instead of modeling machines after a successful individual, it models machines after successful teams. It includes measuring the evaluative diversity of human teams (i.e. the disparity in ways members conduct the evaluative aspect of decision-making), adding similarly diverse machines to those teams, and monitoring the impact on evaluative balance. This article reviews new research relevant to this approach, especially the validation of a survey instrument for measuring computational (...)
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  12. added 2013-04-25
    Restoring Integrity to the Academy: Some Sweeping Suggestions for Wholesale Change.Joseph S. Fulda - manuscript
    Note that this paper is 35 pages, and had been replaced in many places w/ a draft w/o authorization. -/- The academy, broadly construed to include faculty, administrators at all levels, and editors, referees, and publishers of academic work, is beset by more ills bespeaking of a fundamental lack of integrity than can possibly be enumerated in a single monograph; nevertheless, as the need is urgent, and everyone seems to prefer either silence or piecemeal treatments, myself heretofore included, five ills (...)
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