Organizational Ethics

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 (...) determine precisely what should be done, by whom, and who will bear the cost, especially if any action involves a risk to overall market efficiency and corporate profitability. The paper explores whether corporations have a moral duty to be trustworthy, to bear the cost of being so and thus contribute to resolving the current crisis of trust. It also considers where the state and other social actors have strong reason to protect and enforce such moral rights, while acknowledging that other actors have similar obligations to be trustworthy. It outlines five ‘salient factors’ that trigger specific rights to trustworthiness and a concomitant duty on corporations to be trustworthy: market power, subordination (threat and intimidation), the absence of choice, the need to preserve systemic trust, and corporate political power which might undermine a state’s legitimacy. Absent these factors and corporations do not have a general duty to be trustworthy, since a responsible actor in fair market conditions should be able to choose between the costs and benefits of dealing with generally trustworthy corporations. (shrink)

On intellectual foundations that distinguished chemical engineering from other disciplines.

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 (...) its very name is between the science of chemistry and the technology of engineering – did eventually become a profession, in at least some countries. It had a relatively easy time becoming established in America in the first third of this century, but chemical engineering remained largely unrecognised in Germany until the 1960s, and has attracted a smaller professional community there. In Britain, the chemical engineering profession has evinced distinct transitions over a period of a century. It emerged to become an influential contributor to western economies and one of the ‘big four’ engineering professions (along with civil, mechanical and electrical engineering) after the second world war, due in large part to the unmindful aid of an influential, if capricious, sponsor: the state. Yet chemical engineers had a long and troubled history of contestation with other professions. Because of this, the British case is particularly appropriate for examining the continual re-casting of the professional identity in response to external and internal pressures. (shrink)

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. (...) This is the first known study in the case of Saudi Arabia to use the GRI 4th edition indicators to construct the CSRD index and evaluate Saudi listed firms. Results: The results show that profitability and size factor have positive and significant association with CSR disclosure in listed Saudi firms. While CG characteristics have no impact on CSR disclosure except board independence which has a negative impact. Conclusion: The average of CSRD index among Saudi firms is too low, it is about 11% that means Saudi firms disclose 11% of the information that they have to provide for stockholders according to GRI guidelines. Furthermore, the study concludes that the most polluted sectors “Ener. (shrink)

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 (...) the philosophy of Gilles Deleuze, as well as the humanistic psychology of Carl Rogers, to analyze seduction, as presented in The Seducer’s Diary by the philosopher Søren Kierkegaard. The qualification of this claim is based on this reading. Finally, a conclusion is offered through brief comments on the relationship between seduction, personal growth, and self-actualization. (shrink)

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 (...) should then be viewed, along the lines of civil disobedience, as a collective cognition- and legitimacy-enhancing device. (shrink)

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. (...) New rules for the NYSE and NASDAQ have also been introduced. In addition, the U.S. Securities and Exchange Commission and U.S. Department of Justice have further strengthened the Foreign Corrupt Practices Act 1977, last revised in 1997. -/- Australia has revised the Corporations Act to include whistleblower protection clauses as well as adopted the ASX Corporate Governance guidelines. Standards Australia has issued its handbook on corporate governance. Although not a business issue, the Australian government has also announced that it will introduce whistleblower protection legislation for the public sector by the end of its first term in office. This legislation will likely influence whatever the private sector does in this respect. The inclusion of whistleblower protection in both Sarbanes–Oxley and the Corporations Act reflects a growing body of research that finds that people internal to an organisation are the most effective way to identify corporate wrongs. The Commonwealth Treasury has recently issued an options paper, stating that the Corporations Act has been ineffectual. It has sought submissions on revisions to the legislation that the Australian Government could take. This paper examines the policies advocated by over 20 organisations and academics concerned with whistleblowing issues. It draws the conclusion that on current indications, even after further reform, Australian legislation and policies are still likely to be less effectual than overseas practices. -/- --------------------------------- . (shrink)

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 (...) behavior. (shrink)

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.

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 (...) the constructs. The empirical results revalidate that role conflict and role ambiguity has positive association with employees stress. The mediating effects of organizational conflict positively impact employees stress. Implications, limitations, and future lines of research are also discussed in this paper. Keywords:. (shrink)

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 (...) involved and help to ensure that the ground rules of cooperative communication are observed within a group or an organization. Beyond promoting ethical communication, the communication contract clarifies how individual discursive behaviour can be constructively and ethically monitored by group leaders in business meetings. A case study which shows what may happen when ground clauses of ethical communication are violated is presented. The conclusions of the study highlights why attempting to respect the communication contract is in the best interest of all partners at all levels within any group or organization. (shrink)

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 (...) of Customer Relationship Management in acquiring new customers, retain existing ones and maximize their lifetime value. The wide spread availability of the internet across the world has led airlines to use their corporate web-sites to bypass travel intermediaries and focus on online communication, information and transaction. The paper considers five dimensions of Web site quality-usability, web site design, service quality, information quality and enjoyment on a sample of 150 respondents from four airlines namely, Air India, Spicejet, Indigo and Jet Airways. Respondents consisted of 40 employed, 80 business men and 30 students. Overall, the majority of respondents are frequent, experienced Internet users and likely to be relatively good judges of Web quality. Analysis of results shows that customers’ priority about airlines website are changing. As the self-service, no-frills and low-cost trend for air travel has grown in recent years, so consumers have been driven less by service quality and more by easy access to good information packaged in an entertaining and fun "wrapper'. More over the airlines have pursued different strategies for their Web sites over the period of study .Air India rated badly for service quality and Jet Airways and Spice jet scored high on service and information quality. The paper suggests that careful management and selection of subjects to be placed on web site can retain the customers and reduce switching intentions. (shrink)

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 (...) satisfaction have some mutual relationship and each of them affects the other. This paper examines as to when generalizations are to be made it becomes imperative to see which of the factor differentiates the job satisfaction level of private from the public sector employees and if the satisfaction levels of any of the two sectors are different from the other then what are the implications of that on the performance, growth and effectiveness in the long run. The paper empirically measures employee satisfaction in key areas, organizations can gain the information needed to improve their satisfaction, motivation, retention and productivity. (shrink)

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 (...) as it obscures the responsibility of individuals within the organization and trivializes the loss of life and severity of the disaster. Contra to the conclusions of Vaughan’s casework, this article reveals various ethical transgressions on the side of NASA and its affiliates; from its decision to use poorly designed O-rings, to withholding crucial engineering assessments from the shuttle-crew, this article points out that NASA did not succumb to a pre-destined fate, but, rather, created its own. (shrink)

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 (...) of Customer Relationship Management in acquiring new customers, retain existing ones and maximize their lifetime value. The wide spread availability of the internet across the world has led airlines to use their corporate web-sites to bypass travel intermediaries and focus on online communication, information and transaction. The paper considers five dimensions of Web site quality-usability, web site design, service quality, information quality and enjoyment on a sample of 150 respondents from four airlines namely, Air India, Spicejet, Indigo and Jet Airways. Respondents consisted of 40 employed, 80 business men and 30 students. Overall, the majority of respondents are frequent, experienced Internet users and likely to be relatively good judges of Web quality. Analysis of results shows that customers’ priority about airlines website are changing. As the self-service, no-frills and low-cost trend for air travel has grown in recent years, so consumers have been driven less by service quality and more by easy access to good information packaged in an entertaining and fun "wrapper'. More over the airlines have pursued different strategies for their Web sites over the period of study .Air India rated badly for service quality and Jet Airways and Spice jet scored high on service and information quality. The paper suggests that careful management and selection of subjects to be placed on web site can retain the customers and reduce switching intentions. (shrink)

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 (...) environment, which is understood as a macro-system where all the individual organizational ecosystems co-exist. In the applied part of the chapter, cognitive changes emerging within systemic leadership training are defined. Participation in systemic training causes changes in the cognitive processing of reality, more specifically improvements in layer-based framing, relativistic contextual orientation, temporality drift and meaning generation. All of these changes are components of the systemic mind, which is a concept newly proposed and defined by the present study. The systemic mind is a living matrix that is extremely open to acquiring new skills and new patterns of thinking, analyzing and meaning generation. It is processual and it can be considered as an ongoing process of continuous absorption of new cognitive patterns. Both the Inner Organizational Ecosystem Approach and the concept of the systemic mind provide a new theoretical background for empirical investigation in the fields of systemic and systems psychology, complexity psychology, organizational psychology, economic anthropology and the social anthropology of work. (shrink)

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 (...) satisfaction have some mutual relationship and each of them affects the other. This paper examines as to when generalizations are to be made it becomes imperative to see which of the factor differentiates the job satisfaction level of private from the public sector employees and if the satisfaction levels of any of the two sectors are different from the other then what are the implications of that on the performance, growth and effectiveness in the long run. The paper empirically measures employee satisfaction in key areas, organizations can gain the information needed to improve their satisfaction, motivation, retention and productivity. (shrink)

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 (...) environment, which is understood as a macro-system where all the individual organizational ecosystems co-exist. In the applied part of the chapter, cognitive changes emerging within systemic leadership training are defined. Participation in systemic training causes changes in the cognitive processing of reality, more specifically improvements in layer-based framing, relativistic contextual orientation, temporality drift and meaning generation. All of these changes are components of the systemic mind, which is a concept newly proposed and defined by the present study. The systemic mind is a living matrix that is extremely open to acquiring new skills and new patterns of thinking, analyzing and meaning generation. It is processual and it can be considered as an ongoing process of continuous absorption of new cognitive patterns. Both the Inner Organizational Ecosystem Approach and the concept of the systemic mind provide a new theoretical background for empirical investigation in the fields of systemic and systems psychology, complexity psychology, organizational psychology, economic anthropology and the social anthropology of work. (shrink)

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 (...) future. His ideas – most recently echoed in “solutionism” – have channeled confidence and controversy ever since. This paper traces the genesis and promotion of the concept by Weinberg and his contemporaries. It argues that, through it, the marginal politics and technological confidences of interwar scientists and technocrats were repositioned as mainstream notions closer to the heart of Big Science policy. (shrink)

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 (...) social objectives warrants significant rethinking of organizational democracy’s merits compared both to hierarchy and to non-democratic alternatives to hierarchy. In making this argument, we draw on an extensive literature review to document the relative lack of substantive discussion of organizational democracy since 1960. And we draw lessons from political theory, suggesting that the success of political democracy in integrating diverse values offers some grounds for asserting parallel virtues in the business case. (shrink)

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 (...) necessary to explain culpable ignorance in an organisational setting. (shrink)

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 (...) there to be a separation between the formulation and implementation of a strategic decision. Often, it is the top leadership that formulates the decision problem and the middle managers that implement its solution. For this reason, it is relatively common that the top leadership signals that the implementation has been successful as soon as the middle managers begin to report positive results. This can sometimes happen even though most of the implementation is incomplete. However, there are also cases where the top leaders rule out certain implementation processes as failures when in fact they prove later on to be successful. A common problem in organizations is that leaders often inherit the task of implementing decisions that past leaders have made. In order to succeed with an implementation, leaders must understand the importance of the process. They must communicate their vision clearly, evaluate and monitor continuously, and allow interested parties to participate actively in the process. They should also understand that what at first may look like a failure, at a later stage may prove to be a success -/- . (shrink)

-/- 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.

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 (...) more efficient. Empirical research, however, overwhelmingly contradicts this. But employees almost never even attempt to organize worker cooperatives. I critique the explanations of the three leading analysts of the subject (N. Scott Arnold, Henry Hansmann, and Gregory Dow), all of whom offer are different transactions cost accounts, as logically defective and empirically inadequate. I then propose an explanation that has been oddly neglected in the literature, that the rarity of cooperatives is explained by the collective action problem identified by writers such as Mancur Olson. Labor management is a public good that generates the n-person prisoner’s dilemma which gives rational actors the incentive to create it in suboptimal (or no) amounts. I support this by reference to the empirical facts about the origin of existing cooperatives and show that this explanation requires no strong version of a questionable rational choice theory. This explanation is supplemented by the mere exposure or familiarity effect derived from social and cognitive psychology, which turns on the fact that labor managed firms are rare, in part because of the public goods problem, thus unfamiliar, which makes them less attractive and thus more likely to be rare. My account points advocates of labor management towards solutions such as institutional changes in incentives, which, however, themselves involve public goods issues. (shrink)

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, (...) the author synthesizes selected published research presenting product-harm crisis management considerations. Based on an assigned literature review; the author summarizes article content, compares and contrasts methods and extrapolates results and conclusions garnered from the selected scholarly research; then provides an actionable recommendation for enabling effective product-harm crisis management. (shrink)

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 (...) to utilize. It is argued that this posthumanizing technologization of organizations will especially be driven by developments in three areas: 1) technologies for human augmentation and enhancement, including many forms of neuroprosthetics and genetic engineering; 2) technologies for synthetic agency, including robotics, artificial intelligence, and artificial life; and 3) technologies for digital-physical ecosystems and networks that create the environments within which and infrastructure through which human and artificial agents will interact. -/- Drawing on a typology of contemporary posthumanism, organizational posthumanism is shown to be a hybrid form of posthumanism that combines both analytic, synthetic, theoretical, and practical elements. Like analytic forms of posthumanism, organizational posthumanism recognizes the extent to which posthumanization has already transformed businesses and other organizations; it thus occupies itself with understanding organizations as they exist today and developing strategies and best practices for responding to the forces of posthumanization. On the other hand, like synthetic forms of posthumanism, organizational posthumanism anticipates the fact that intensifying and accelerating processes of posthumanization will create future realities quite different from those seen today; it thus attempts to develop conceptual schemas to account for such potential developments, both as a means of expanding our theoretical knowledge of organizations and of enhancing the ability of contemporary organizational stakeholders to conduct strategic planning for a radically posthumanized long-term future. (shrink)

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 (...) have a say over the governance of the firm. Second, the structure of the argument is unfolded. Third, two salient similarities between firms and states regarding their internal and external effects and the standing of their members are addressed in order to asses the potential and limits of the argument, as well as three relevant differences regarding the voluntariness of their membership, the narrowness of their goals, and the stiffness of the competition they face. After considering these similarities and differences, the paper contends that the the parallel-case argument provides a sound reason in favor of democracy in the workplace—a reason, however, that needs to be importantly qualified and that is only pro tanto. (shrink)

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 (...) evaluative differences in humans (the GRINSQ). The research confirms the existence of all four known machine types among humans. (shrink)

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 (...) are enumerated herein, then traced to seven deadly sins that beset the entire enterprise—although not in its entirety, of course—and some surprisingly simple, commonsensical, and practicable solutions are advanced. (shrink)

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 (...) as it obscures the responsibility of individuals within the organization and trivializes the loss of life and severity of the disaster. Contra to the conclusions of Vaughan’s casework, this article reveals various ethical transgressions on the side of NASA and its affiliates; from its decision to use poorly designed O-rings, to withholding crucial engineering assessments from the shuttle-crew, this article points out that NASA did not succumb to a pre-destined fate, but, rather, created its own. (shrink)

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 (...) critically asses the current limitations of social epistemology, as a field. Among other things, I show how accepted assumptions in social epistemology cause cross-disciplinary disagreements with other social sciences, present the dilemma of trivializing whistle-blowers, and discuss few neglected roles technologies play in belief formation. (shrink)

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. (...) * The popularisation of code elaboration addressed to various social groups is one of the features of the modern world. However, among researchers of this phenomenon a full consensus on the moral validity and usefulness of this activity does not exist. The article closely reviews the literature with regard to the reasons for the creation of a moderate position on the codification of ethical standards. The essay brings closer the main concepts of ethical codes and positions for their adoption and rejection. Attention is paid to ways of increasing the effectiveness of codes and the ethical decision-making procedure in a manner that undermines supporters and opponents of codification approaches. (shrink)

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 (...) as it obscures the responsibility of individuals within the organization and trivializes the loss of life and severity of the disaster. Contra to the conclusions of Vaughan’s casework, this article reveals various ethical transgressions on the side of NASA and its affiliates; from its decision to use poorly designed O-rings, to withholding crucial engineering assessments from the shuttle-crew, this article points out that NASA did not succumb to a pre-destined fate, but, rather, created its own. (shrink)

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. (...) The author concludes with a defense of the practice in terms of social benefits — primarily the redressing of wrongdoing. (shrink)

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.

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 (...) are representations of our individual and collective moral identities. Building on this understanding, we review the research on how economic incentives crowd out virtue-oriented concerns. We then introduce the concept of moral self-awareness (MSA), an evolving mindset informed by reflection on moral identity, namely what one’s actions say about oneself given the impacts on others or society that one’s action may effect. MSA comprises three fundamental aspects of virtue-oriented reasoning: pride, shame, and guilt. Finally, we offer a four-stage model anchored in systems theory, yielding ever more refined motivating strategies for maximizing human flourishing and social welfare externalities. (shrink)

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.

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 (...) shared participation in communities. In the final section, I offer a description of what Aristotelian community might look like within organizations, and some suggestions about how it may be possible to resist the challenge posed by the just world fallacy. (shrink)

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. (...) * The popularisation of code elaboration addressed to various social groups is one of the features of the modern world. However, among researchers of this phenomenon a full consensus on the moral validity and usefulness of this activity does not exist. The article closely reviews the literature with regard to the reasons for the creation of a moderate position on the codification of ethical standards. The essay brings closer the main concepts of ethical codes and positions for their adoption and rejection. Attention is paid to ways of increasing the effectiveness of codes and the ethical decision-making procedure in a manner that undermines supporters and opponents of codification approaches. (shrink)

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 (...) substantial shortcomings from the judiciary viewpoint and inhibit a free progress of science in line with general trends of the developed countries. The existing status of the autonomous state academies, being a peculiar symbiosis the non-governmental organization and state institution, was criticized. The concept of a scientific elite was analyzed, which was used to determine its true level. Certain scientometric data on the Ukrainian science were presented. A very unsatisfactory situation with social sciences and humanities was shown. Criteria were discussed for the future audit of the Ukrainian science in order to reform it in the European style. (shrink)

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 (...) trust on the formulation stage. It should also benefit from exploring the structuring effects of trust in organizations. Throughout this chapter, ways to extend current research on trust in organizations are suggested. The chapter also provides examples of relevant contributions where available. In order to capture organizational effects of trust, it is suggested that trust should be studied over longer time intervals, and include several referents of trust, spanning both horizontal and vertical relationships in the organization. (shrink)

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 (...) trust on the formulation stage. It should also benefit from exploring the structuring effects of trust in organizations. Throughout this chapter, ways to extend current research on trust in organizations are suggested. The chapter also provides examples of relevant contributions where available. In order to capture organizational effects of trust, it is suggested that trust should be studied over longer time intervals, and include several referents of trust, spanning both horizontal and vertical relationships in the organization. (shrink)

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 (...) sharing on creative climate and on intrinsic motivation. This study suggests that information sharing and intrinsic motivation are important drivers for organizational creativity in a complex R&D environment in the pharmaceutical industry. Implications of the model are discussed. (shrink)

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 (...) on their attitudes to organizational creativity. The paper then discusses implications of these findings for HRM. (shrink)

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 (...) to utilize. It is argued that this posthumanizing technologization of organizations will especially be driven by developments in three areas: 1) technologies for human augmentation and enhancement, including many forms of neuroprosthetics and genetic engineering; 2) technologies for synthetic agency, including robotics, artificial intelligence, and artificial life; and 3) technologies for digital-physical ecosystems and networks that create the environments within which and infrastructure through which human and artificial agents will interact. -/- Drawing on a typology of contemporary posthumanism, organizational posthumanism is shown to be a hybrid form of posthumanism that combines both analytic, synthetic, theoretical, and practical elements. Like analytic forms of posthumanism, organizational posthumanism recognizes the extent to which posthumanization has already transformed businesses and other organizations; it thus occupies itself with understanding organizations as they exist today and developing strategies and best practices for responding to the forces of posthumanization. On the other hand, like synthetic forms of posthumanism, organizational posthumanism anticipates the fact that intensifying and accelerating processes of posthumanization will create future realities quite different from those seen today; it thus attempts to develop conceptual schemas to account for such potential developments, both as a means of expanding our theoretical knowledge of organizations and of enhancing the ability of contemporary organizational stakeholders to conduct strategic planning for a radically posthumanized long-term future. (shrink)