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  1. Do Corporations Have a Duty to Be Trustworthy?Nikolas Kirby, Andrew Kirton & Aisling Crean - 2018 - Journal of the British Academy 6 (Supplementary issue 1):75-129.
    Since the global financial crisis in 2008, corporations have faced a crisis of trust, with growing sentiment against ‘elites and ‘big business’ and a feeling that ‘something ought to be done’ to re-establish public regard for corporations. Trust and trustworthiness are deeply moral significant. They provide the ‘glue or lubricant’ that begets reciprocity, decreases risk, secures dignity and respect, and safeguards against the subordination of the powerless to the powerful. However, in deciding how to restore trust, it is difficult to (...)
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  2. Scaling Up: The Evolution of Intellectual Apparatus Associated with the Manufacture of Heavy Chemicals in Britain, 1900-1939.Colin Divall & Sean F. Johnston - 1998 - In A. S. Travis, H. G. Schroter & Ernst Homburg (eds.), Determinants in the Evolution of the European Chemical Industry, 1900-1939: New Technologies, Political Frameworks, Markets and Companies. Dordrecht, Netherlands: pp. 199-214.
    On intellectual foundations that distinguished chemical engineering from other disciplines.
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  3. Identity Through Alliances: The British Chemical Engineer.Sean F. Johnston & Colin Divall - 1999 - In I. Hellberg, M. Saks & C. Benoit (eds.), Professional Identities in Transition: Cross-Cultural Dimensions. Gothenburg, Sweden: pp. 391-408.
    The development of a professional identity is particularly interesting for those occupations that have a troubled emergence. The hinterland between science and technology accommodates many such ‘in-between’ subjects, which appear to have distinct attributes. Some of these specialisms disappear in the face of culturally stronger occupations. Others endure, their technical expertise becoming appropriated or mutated to serve the needs of different professional groups. This chapter is concerned with one extreme of these interstitial specialisms. Chemical engineering – a subject that by (...)
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  4. The Factors Influencing Corporate Social Responsibility Disclosure in the Kingdom of Saudi Arabia.Ayman Issa - 2017 - Australian Journal of Basic and Applied Sciences 11 (10):1-19.
    BACKGROUND: In today’s world of increased awareness regarding the concepts of corporate social responsibility (CSR) and corporate governance (CG), many firms in the developed countries consider noncompliance with CSR and CG standards as an important source of risk to their reputations with stakeholders. OBJECTIVE: The aim of this study is to investigate the relationship between the corporate social responsibility disclosure (CSRD) index and corporate factors, namely, board size, board independence, board meetings, CEO duality, a firm’s size, leverage, profitability and age. (...)
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  5. Kierkegaard’s Quest: How Not to Stop Seducing.Finn Janning - 2015 - Philosophy of Management 14 (2):95-109.
    Change has traditionally been perceived as something to be avoided in favor of stability. This can be witnessed in both individual and organizational approaches to change. In this paper, change as a process of becoming is analyzed. The author relates change to seduction to introduce new perspectives to the concept. The principal idea is that the process of change is a seductive experience. This assumption highlights the positive aspects of becoming, growing, and changing. In doing so, reference is made to (...)
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  6. The Ethics of Government Whistleblowing.Candice Delmas - 2015 - Social Theory and Practice 41 (1):77-105.
    What is wrong with government whistleblowing and when can it be justified? In my view, ‘government whistleblowing’, i.e., the unauthorized acquisition and disclosure of classified information about the state or government, is a form of ‘political vigilantism’, which involves transgressing the boundaries around state secrets, for the purpose of challenging the allocation or use of power. It may nonetheless be justified when it is suitably constrained and exposes some information that the public ought to know and deliberate about. Government whistleblowing (...)
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  7. STOPPING CORPORATE WRONGS.Peter Bowden - 2010 - Australian Journal Professional and Applied Ethics 12 (1&2):55-69.
    The corporate meltdowns of this and the previous decade in the US - WorldCom, Enron, Tyco, and in Australia - FAI, HIH and AWB being among the many examples - have resulted in the governments of those two countries introducing legislation and policy guidelines aimed at minimising future corporate misbehaviour. -/- The US has introduced the Sarbanes Oxley Act, with requirements on corporate accountants and auditors, as well as its whistleblowing provisions. It has revised the Federal Sentencing Guidelines for Organizations. (...)
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  8. Getting Down to Business: The Work of the State's Littlest Commission.Gwendolyn Yvonne Alexis & Michael Rave - 2010 - New Jersey Law Journal 201 (214):38.
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  9. The Link Between Organizational Ethics and Job Satisfaction: A Study of Managers in Singapore. [REVIEW]Hian Chye Koh & El'fred H. Y. Boo - 2001 - Journal of Business Ethics 29 (4):309 - 324.
    Based on a survey of 237 managers in Singapore, three measures of organizational ethics (namely, top management support for ethical behavior, the organization''s ethical climate, and the association between ethical behavior and career success) are found to be associated with job satisfaction. The link between organizational ethics and job satisfaction is argued from Viswesvaran et al.''s (1998) organizational justice and cognitive dissonance theories. The findings imply that organizational leaders can favorably influence organizational outcomes by engaging in, supporting and rewarding ethical (...)
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Corporate Ethical Climate
  1. The Impact of Communitarian Ethics on Public Relations.Tiffany E. Lawrence - manuscript
    This paper presents an examination of communitarianism ethics and its emphasis on community and responsibility as an ethical base for public relations. It studies the importance businesses currently place on social responsibility, quality, and stewardship and how these core values fit within a communitarian approach. A communitarian foundation for public relations may enable organizations to respond to crises and other situations appropriately because of the sense of community public relations seeks to build.
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  2. Corporate Social Responsibility in Turkey.Hakan Kildokum - 2004 - Active Dergisi (2004).
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  3. Effects of Organizational Conflict Stress on Public Sector Employees in India.Ms Vaishali - 2014 - SOCRATES 2 (1):184-209.
    This study aims to explore the effects of organizational conflict, on role stressors namely role conflict and role ambiguity, among the employees of J&K public corporations. Based on the survey of 242 corporate employees of J&K State Forest Corporation, J&K State Road Transport Corporation, J&K Cement Limited and J&K State Industrial Development Corporation, the effective response received was 72.31%. The data was analyzed using exploratory factor analysis and confirmatory factor analysis using the structural equation model to measure the relationship among (...)
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  4. The Communication Contract and Its Ten Ground Clauses.Birgitta Dresp-Langley - 2008 - Journal of Business Ethics 87 (3):415-436.
    Global society issues are putting increasing pressure on both small and large organizations to communicate ethically at all levels. Achieving this requires social skills beyond the choice of language or vocabulary and relies above all on individual social responsibility. Arguments from social contract philosophy and speech act theory lead to consider a communication contract that identifies the necessary individual skills for ethical communication on the basis of a limited number of explicit clauses. These latter are pragmatically binding for all partners (...)
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  5. FACTORS INFLUENCING E-CRM IN AIRLINES IN J& K.Jyoti Sharma - 2014 - SOCRATES 2 (1):134-145.
    Today every organization is acting in a dynamic environment and in a world characterised by turbulent change and fierce competition due to technological advancement and the knowledge based economy, an organization must always ready to adapt and transform themselves so as to be able to confront the shifting needs of the new environment, more demanding customers, smarter workers, anticipating ability to changes, accelerating the development of new products, processes and services, changing technologies and customer expectations, businesses have realised the importance (...)
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  6. An Empirical Evaluation of Job Satisfaction in Private Sector and Public Sector Bank Employees.Prof Madhurima - 2014 - SOCRATES 2 (1):89-103.
    Job satisfaction cannot be defined by a single measurement alone. In fact, there is substantial evidence to support a relationship between satisfaction and performance of a job. For such a relationship there has been tremendous interest among managers and economists as it helps in increasing the quality as well as quantity of the production. However, some argue contrarily, that rather it is the performance that leads to satisfaction. Whatever be the direction of relationship, one thing is clear that productivity and (...)
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  7. 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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Corporate Codes of Ethics
  1. FACTORS INFLUENCING E-CRM IN AIRLINES IN J& K.Jyoti Sharma - 2014 - SOCRATES 2 (1):134-145.
    Today every organization is acting in a dynamic environment and in a world characterised by turbulent change and fierce competition due to technological advancement and the knowledge based economy, an organization must always ready to adapt and transform themselves so as to be able to confront the shifting needs of the new environment, more demanding customers, smarter workers, anticipating ability to changes, accelerating the development of new products, processes and services, changing technologies and customer expectations, businesses have realised the importance (...)
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Corporate Ethics Training
  1. The Systemic Mind and a Conceptual Framework for the Psychosocial Environment of Business Enterprises: Practical Implications for Systemic Leadership Training.Radek Trnka & Petr Parma - 2015 - In Martin Kuška & M. J. Jandl (eds.), Current Research in Psychosocial Arena: Thinking about Health, Society and Culture. Wien: Sigmund Freud PrivatUniversitäts Verlag. pp. 68-79.
    This chapter introduces a research-based conceptual framework for the study of the inner psychosocial reality of business enterprises. It is called the Inner Organizational Ecosystem Approach (IOEA). This model is systemic in nature, and it defines the basic features of small and medium-size enterprises, such as elements, structures, borders, social actors, organizational climate, processes and resources. Further, it also covers the dynamics of psychosocial reality, processes, emergent qualities and the higher-order subsystems of the overall organizational ecosystem, including the global business (...)
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Corporate Ethics Officers
  1. An Empirical Evaluation of Job Satisfaction in Private Sector and Public Sector Bank Employees.Prof Madhurima - 2014 - SOCRATES 2 (1):89-103.
    Job satisfaction cannot be defined by a single measurement alone. In fact, there is substantial evidence to support a relationship between satisfaction and performance of a job. For such a relationship there has been tremendous interest among managers and economists as it helps in increasing the quality as well as quantity of the production. However, some argue contrarily, that rather it is the performance that leads to satisfaction. Whatever be the direction of relationship, one thing is clear that productivity and (...)
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Corporate Ethics Programs, Misc
  1. The Systemic Mind and a Conceptual Framework for the Psychosocial Environment of Business Enterprises: Practical Implications for Systemic Leadership Training.Radek Trnka & Petr Parma - 2015 - In Martin Kuška & M. J. Jandl (eds.), Current Research in Psychosocial Arena: Thinking about Health, Society and Culture. Wien: Sigmund Freud PrivatUniversitäts Verlag. pp. 68-79.
    This chapter introduces a research-based conceptual framework for the study of the inner psychosocial reality of business enterprises. It is called the Inner Organizational Ecosystem Approach (IOEA). This model is systemic in nature, and it defines the basic features of small and medium-size enterprises, such as elements, structures, borders, social actors, organizational climate, processes and resources. Further, it also covers the dynamics of psychosocial reality, processes, emergent qualities and the higher-order subsystems of the overall organizational ecosystem, including the global business (...)
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Ethical Design of Organizations
  1. Alvin Weinberg and the Promotion of the Technological Fix.Sean F. Johnston - 2018 - Technology and Culture 59 (3):620-651.
    The term “technological fix”, coined by technologist/administrator Alvin Weinberg in 1965, vaunted engineering innovation as a generic tool for circumventing problems commonly conceived as social, political or cultural. A longtime Director of Oak Ridge National Laboratory, government consultant and essayist, Weinberg also popularized the term “Big Science” to describe national goals and the competitive funding environment after the Second World War. Big Science reoriented towards Technological Fixes, he argued, could provide a new “Apollo project” to address social problems of the (...)
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  2. New Prospects for Organizational Democracy? How the Joint Pursuit of Social and Financial Goals Challenges Traditional Organizational Designs.Julie Battilana, Michael Fuerstein & Michael Y. Lee - 2018 - In Subramanian Rangan (ed.), Capitalism Beyond Mutuality?: Perspectives Integrating Philosophy and Social Science. Oxford: Oxford University Press. pp. 256-288.
    Some interesting exceptions notwithstanding, the traditional logic of economic efficiency has long favored hierarchical forms of organization and disfavored democracy in business. What does the balance of arguments look like, however, when values besides efficient revenue production are brought into the picture? The question is not hypothetical: In recent years, an ever increasing number of corporations have developed and adopted socially responsible behaviors, thereby hybridizing aspects of corporate businesses and social organizations. We argue that the joint pursuit of financial and (...)
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  3. 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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  4. Institutionalizarea eticii: mecanisme si instrumente.Mihaela Constantinescu & Valentin Muresan - 2013 - Bucharest: University of Bucharest Press.
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  5. 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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  6. 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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  7. 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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  8. 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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  9. 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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  10. 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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  11. 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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  12. 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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  13. 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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  14. 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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Whistleblowing
  1. The Philosophy of Taking Conspiracy Theories Seriously. [REVIEW]Ori Freiman - 2019 - Social Epistemology Review and Reply Collective 8 (9):51-61.
    During the last few decades, the proliferation of interest in conspiracy theories became a widespread phenomenon in our culture, and also in academia. In this piece, I review a new book on the topic of conspiracy theory theory (that is-the theory of conspiracy theories) Taking Conspiracy Theories Seriously, edited by M R. X. Dentith. To contextualize the review, I first turn to the '90s, to see what sparked current interest in conspiracy theories within the field of analytic philosophy. I then (...)
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  2. Podejście Umiarkowane W Sporze o Możliwość I Użyteczność Moraln¸a Kodyfikacji Norm Etycznych.Andrzej Klimczuk - 2014 - Annales. Ethics in Economic Life 17 (1):47--59.
    Popularyzacja tworzenia kodeksów zaadresowanych do różnych grup społecznych jest jedn¸a} z cech współczesnego świata. Wśród badaczy tego zjawiska nie ma jednak pełnej zgody na zasadność i użyteczność moraln¸a} tej działalności. Artykuł przybliża przegl¸a}d literatury przedmiotu w zakresie dotycz¸a}cym argumentów za stworzeniem umiarkowanego stanowiska na rzecz kodyfikacji norm etycznych. Przybliżono główne pojȩcia dotycz¸ace kodeksów etycznych i stanowiska za ich przyjȩciem i odrzuceniem. Zwrócono uwagȩ na sposoby zwiȩkszania skuteczności kodeksów oraz procedurȩ podejmowania decyzji etycznych w sposób godz¸acy podejścia zwolenników i przeciwników kodyfikacji. (...)
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  3. 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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  4. Anonymity and Whistleblowing.Frederick A. Elliston - 1982 - Journal of Business Ethics 1 (3):167 - 177.
    This paper examines the moral arguments for and against employees' blowing the whistle on illegal or immoral actions of their employers. It asks whether such professional dissidents are justified in disclosing wrongdoing by others while concealing their own identity. Part I examines the concept of anonymity, distinguishing it from two similar concepts — secrecy and privacy. Part II analyzes the concept of whistleblowing using recent definitions by Bok, Bowie and De George. Various arguments against anonymous whistleblowing are identified and evaluated. (...)
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  5. Whistleblowing and Employee Loyalty.Robert A. Larmer - 1992 - Journal of Business Ethics 11 (2):125 - 128.
    Discussions of whistleblowing and employee loyalty usually assume either that the concept of loyalty is irrelevant to the issue or, more commonly, that whistleblowing involves a moral choice in which the loyalty that an employee owes an employer comes to be pitted against the employee''s responsibility to serve public interest. I argue that both these views are mistaken and propose a third view which sees whistleblowing as entirely compatible with employee loyalty.
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Organizational Ethics, Misc
  1. From Homo-Economicus to Homo-Virtus: A System-Theoretic Model for Raising Moral Self-Awareness.Julian Friedland - 2019 - Journal of Business Ethics 155 (1):191-205.
    There is growing concern that a global economic system fueled predominately by financial incentives may not maximize human flourishing and social welfare externalities. If so, this presents a challenge of how to get economic actors to adopt a more virtuous motivational mindset. Relying on historical, psychological, and philosophical research, we show how such a mindset can be instilled. First, we demonstrate that historically, financial self-interest has never in fact been the only guiding motive behind free markets, but that markets themselves (...)
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  2. The Impact of Communitarian Ethics on Public Relations.Tiffany E. Lawrence - manuscript
    This paper presents an examination of communitarianism ethics and its emphasis on community and responsibility as an ethical base for public relations. It studies the importance businesses currently place on social responsibility, quality, and stewardship and how these core values fit within a communitarian approach. A communitarian foundation for public relations may enable organizations to respond to crises and other situations appropriately because of the sense of community public relations seeks to build.
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  3. The Just World Fallacy as a Challenge to the Business-As-Community Thesis.Matthew Sinnicks - 2020 - Business and Society 59 (6):1269-1292.
    The notion that business organizations are akin to Aristotelian political communities has been a central feature of research into virtue ethics in business. In this article, I begin by outlining this “community thesis” and go on to argue that psychological research into the “just world fallacy” presents it with a significant challenge. The just world fallacy undermines our ability to implement an Aristotelian conception of justice, to each as he or she is due, and imperils the relational equality required for (...)
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  4. Podejście Umiarkowane W Sporze o Możliwość I Użyteczność Moraln¸a Kodyfikacji Norm Etycznych.Andrzej Klimczuk - 2014 - Annales. Ethics in Economic Life 17 (1):47--59.
    Popularyzacja tworzenia kodeksów zaadresowanych do różnych grup społecznych jest jedn¸a} z cech współczesnego świata. Wśród badaczy tego zjawiska nie ma jednak pełnej zgody na zasadność i użyteczność moraln¸a} tej działalności. Artykuł przybliża przegl¸a}d literatury przedmiotu w zakresie dotycz¸a}cym argumentów za stworzeniem umiarkowanego stanowiska na rzecz kodyfikacji norm etycznych. Przybliżono główne pojȩcia dotycz¸ace kodeksów etycznych i stanowiska za ich przyjȩciem i odrzuceniem. Zwrócono uwagȩ na sposoby zwiȩkszania skuteczności kodeksów oraz procedurȩ podejmowania decyzji etycznych w sposób godz¸acy podejścia zwolenników i przeciwników kodyfikacji. (...)
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  5. Institutionalizarea eticii: mecanisme si instrumente.Mihaela Constantinescu & Valentin Muresan - 2013 - Bucharest: University of Bucharest Press.
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  6. Ukrainian Fundamental Science and European Values.Olexander Gabovich, Volodymyr Kuznetsov & Nadiya Semenova (eds.) - 2016 - Kyiv, Ukraine: National University of "Kyiv-Mohyla Academy" Press.
    Certain principle aspects of the fundamental science state in Ukraine as of 2014 were analyzed. It was shown that no awareness exists in the country that the main although not unique task of the science consists in the creation of new knowledge. The special attention was paid to state academies of science, in particular, to the National academy of science of Ukraine. It was demonstrated that the active law concerning science as well as the project of the new law have (...)
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  7. Participation and Organizational Commitment During Change: From Utopist to Realist Perspectives.Rune Lines & Marcus Selart - 2013 - In Skipton Leonard, Rachel Lewis, Arthur Freedman & Jonathan Passmore (eds.), Handbook of the psychology of leadership, change, and organizational development. Wiley-Blackwell. pp. 289-313.
    Trust has a great potential for furthering our understanding of organizational change and learning. This potential however remains largely untapped. It is argued that two reasons as for why this potential remains unrealized are: (i) A narrow conceptualization of change as implementation and (ii) an emphasis on direct and aggregated effects of individual trust to the exclusion of other effects. It is further suggested that our understanding of the effects of trust on organizational change, should benefit from including effects of (...)
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  8. Expanding the Role of Trust in the Management of Organizational Change.Svein Tvedt Johansen & Marcus Selart - 2005 - In Rune Lines, Inger Stensaker & Ann Langley (eds.), New perspectives on organizational change and learning. Vigmostad & Bjørke. pp. 259-280.
    Trust has a great potential for furthering our understanding of organizational change and learning. This potential however remains largely untapped. It is argued that two reasons as for why this potential remains unrealized are: (i) A narrow conceptualization of change as implementation and (ii) an emphasis on direct and aggregated effects of individual trust to the exclusion of other effects. It is further suggested that our understanding of the effects of trust on organizational change, should benefit from including effects of (...)
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  9. Drivers of Organizational Creativity.Mats Sundgren, Elof Dimenäs, Jan-Eric Gustafsson & Marcus Selart - 2005 - RandD Management 35:359-374.
    A path model of organizational creativity was presented; it conceptualized the influences of information sharing, learning culture, motivation, and networking on creative climate. A structural equation model was fitted to data from the pharmaceutical industry to test the proposed model. The model accounted for 86% of the variance in the creative climate dependent variable. Information sharing had a positive effect on learning culture, which in turn had a positive effect on creative climate, while there were negative direct effects of information (...)
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  10. Dialogue-Based Evaluation as a Creative Climate Indicator.Mats Sundgren, Marcus Selart, Anders Ingelgård & Curt Bengtson - 2005 - Creativity and Innovation Management 14:84-98.
    This paper examines how different forms of performance evaluation relate to aspects of the creative climate in a major pharmaceutical company. The study was based on a large employee-attitude survey that was distributed to all company employees. The study analyses survey results from 5,333 employees at five R&D sites. The results indicate that management’s evaluation of employees (either dialogue-based or control-based) relates to the type of motivation (intrinsic or extrinsic) that drives employees, to their style of thinking (value-focused thinking) and (...)
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  11. 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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