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Reciprocal integrity

In Suresh Srivastva (ed.), Executive integrity: the search for high human values in organizational life. San Francisco: Jossey-Bass (1988)

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  1. Can ethical organizational character be stimulated and enabled?: “Upbuilding” dialog as crisis management method. [REVIEW]Richard P. Nielsen & Ron Dufresne - 2005 - Journal of Business Ethics 57 (4):311 - 326.
    Crisis management can be simultaneously a content specific problem solving process and an opportunity for stimulating and enabling an organizations ethical tradition. Crisis can be an opportunity for ethical organizational development. Kierkegaardian upbuilding dialog method builds from within the internal ethical tradition of an organization to respond to crises while simultaneously adapting and protecting the organizations tradition. The crisis itself may not be a directly ethical crisis, but the method of responding to the crisis is built upon the ethical foundations (...)
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  • Can Ethical Organizational Character Be Stimulated and Enabled?: “Upbuilding” Dialog As Crisis Management Method.Richard P. Nielsen & Ron Dufresne - 2005 - Journal of Business Ethics 57 (4):311-326.
    Crisis management can be simultaneously a content specific problem solving process and an opportunity for stimulating and enabling an organization's ethical tradition. Crisis can be an opportunity for ethical organizational development. Kierkegaardian "upbuilding" dialog method builds from within the internal ethical tradition of an organization to respond to crises while simultaneously adapting and protecting the organization's tradition. The crisis itself may not be a directly ethical crisis, but the method of responding to the crisis is built upon the ethical foundations (...)
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  • Ethics in organizations: A framework for theory and research. [REVIEW]Nigel Nicholson - 1994 - Journal of Business Ethics 13 (8):581 - 596.
    In a climate of increasing interest and activity within the field of business ethics, as yet there exists no coherent conceptual framework for organizational theory and research. From a review of current thinking and previous writings a framework of concepts is suggested to help set an agenda for empirical research. The elements of this are, first, a taxonomy of ethical domains: the foci of organizations'' and their agents'' ethical concerns and conduct. Second, it is considered how ethical functioning might be (...)
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  • Excellence V. Effectiveness: Macintyre’s Critique of Business.Charles M. Horvath - 1995 - Business Ethics Quarterly 5 (3):499-532.
    Abstract:Alasdair Maclntyre (1984) asserts that the ethical systems of the Enlightenment (formalism and utilitarianism) have failed to provide a meaningful definition of “good.” Lacking such a definition, business managers have no internal standards by which they can morally evaluate their roles or acts. Maclntyre goes on to claim that managers have substituted external measures of “winning” or “effectiveness” for any internal concept of good. He supports a return to the Aristotelian notion of virtue or “excellence.” Such a system of virtue (...)
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  • Excellence V. Effectiveness: Macintyre’s Critique of Business.Charles M. Horvath - 1995 - Business Ethics Quarterly 5 (3):499-532.
    Abstract:Alasdair Maclntyre (1984) asserts that the ethical systems of the Enlightenment (formalism and utilitarianism) have failed to provide a meaningful definition of “good.” Lacking such a definition, business managers have no internal standards by which they can morally evaluate their roles or acts. Maclntyre goes on to claim that managers have substituted external measures of “winning” or “effectiveness” for any internal concept of good. He supports a return to the Aristotelian notion of virtue or “excellence.” Such a system of virtue (...)
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  • Better communication between engineers and managers: Some ways to prevent many ethically hard choices.Michael Davis - 1997 - Science and Engineering Ethics 3 (2):171-212.
    This article is concerned with ways better communication between engineers and their managers might help prevent engineers being faced with some of the ethical problems that make up the typical course in engineering ethics. Beginning with observations concerning the Challenger disaster, the article moves on to report results of empirical research on the way technical communication breaks down, or doesn’t break down, between engineers and managers. The article concludes with nine recommendations for organizational change to help prevent communications breakdown.
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