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  1. Affective and Normative Motives to Work Overtime in Asian Organizations: Four Cultural Orientations from Confucian Ethics.Jae Hyeung Kang, James G. Matusik & Lizabeth A. Barclay - 2017 - Journal of Business Ethics 140 (1):115-130.
    Asian workplaces are often characterized by cultures that require more overtime than other cultures. Although predictors for overtime work have been rigorously studied, it is still meaningful to investigate specific aspects of Eastern cultural values that stem from Confucian ethics and may influence overtime work among Asian employees. We suggest that four major Confucian orientations are positively associated with employees’ affective and normative motives, which in turn affect working overtime. This article extends management literature on the subjects of cultural ethics (...)
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  • The Care of the Self and the Meaningful Four-Day Workweek.Michael Pedersen, Sara Louise Muhr & Stephen Dunne - 2024 - Philosophy of Management 23 (3):335-352.
    Those who find their work meaningful often need to be more committed. Over-commitment, in turn, frequently results in stress, personal conflicts, and burnout. Such over-commitment, in other words, leads to employees needing to take more care of themselves. This paper considers the prospects for meaningful self-care in the context of working time reduction. For this, we consider the case of the four-day workweek, asking employees of such organizations to explain how they make meaning out of their newly found time off. (...)
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  • The Principled Legal Firm: Insights into the Professional Ideals and Ethical Values of Partners and Lawyers. [REVIEW]Richard Winter - 2011 - Journal of Business Ethics 98 (2):297 - 306.
    Understanding how the professional ideals and values of partners influence lawyers' everyday life is a relatively unexplored area given the inherent difficulties of gaining access to lawyers. This case study sheds light on the professional ideals and ethical values of partners and lawyers in a mid-tier Sydney law firm. Semi-structured interviews with partners and lawyers/legal clerks reveal how partners' professional ideals and ethical values play a pivotal role in: (1) upholding positive normative evaluations of lawyer/firm propriety (moral legitimacy), (2) stressing (...)
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  • Too Much of a Good Thing? On the Relationship Between CSR and Employee Work Addiction.Steven A. Brieger, Stefan Anderer, Andreas Fröhlich, Anne Bäro & Timo Meynhardt - 2020 - Journal of Business Ethics 166 (2):311-329.
    Recent research highlights the positive effects of organizational CSR engagement on employee outcomes, such as job and life satisfaction, performance, and trust. We argue that the current debate fails to recognize the potential risks associated with CSR. In this study, we focus on the risk of work addiction. We hypothesize that CSR has per se a positive effect on employees and can be classified as a resource. However, we also suggest the existence of an array of unintended negative effects of (...)
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  • What Would John Stuart Mill Say? A Utilitarian Perspective on Contemporary Neuroscience Debates in Leadership.Dirk Lindebaum & Effi Raftopoulou - 2017 - Journal of Business Ethics 144 (4):813-822.
    The domain of organizational neuroscience increasingly influences leadership research and practice in terms of both selection and interventions. The dominant view is that the use of neuroscientific theories and methods offers better and refined predictions of what constitutes good leadership. What has been omitted so far, however, is a deeper engagement with ethical theories. This engagement is imperative as it helps problematize a great deal of the current advocacy around organizational neuroscience. In this article, we draw upon John Stuart Mill’s (...)
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  • Work–Family Practices and Complexity of Their Usage: A Discourse Analysis Towards Socially Responsible Human Resource Management.Suvi Heikkinen, Anna-Maija Lämsä & Charlotta Niemistö - 2020 - Journal of Business Ethics 171 (4):815-831.
    The question of work–family practices commonly arises in both theory and daily practice as a matter of responsibility in today’s organisations. More information is needed about them for socially responsible human resource management. In this article our interest is in how work–family practices, serve as an important element of SR-HRM, constructed as helpful for employees’ work–family integration, are realised in organisational life. We investigate the discursive ways in which members of two different organisations working at different organisational levels construct the (...)
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