The phenomenon of globalization of markets has been accompanied by calls for a globalization of ethical norms. One principle often referred to in such calls is the so-called Golden Rule. The rule, often stated as Do unto others as you would have others do unto you, has long been used and referenced in the business literature. But those who use it often do so without full realization of the rule itself and what it stands for. This paper examines the history, (...) meaning, and problems of the rule and attempts to show, through a case analysis, how these problems surface when using the rule in a business context. In so doing it attempts to clarify exactly what the rule means and how it can fit into a universal code of morality. (shrink)

The golden rule says: ‘Treat others as you want to be treated’. This article organizes contemporary interpretations of the rule into three groups: the ‘material’ golden rule, the ‘relativistic’ golden rule, and the ‘formal’ golden rule. The article also argues that (a) the relativistic golden rule is the weakest, (b) the formal golden rule is virtually irrefutable, (c) the material golden rule is less evident than the formal one, but not necessarily false and (d) the formal golden rule and the (...) material golden rule are not incompatible—they can complement each other. This assumes that the substantive assumptions of the material golden rule are real. (shrink)

The analysis of narrative processes and metaphorical language are the topics generally focused on by business ethics researchers interested in the work of Paul Ricœur. Yet his work on political questions also applies to the ethical issues associated with organizations. Ricœur’s ethical enterprise can be expressed as a triad composed of teleological, deontological, and sapiential levels, associating ostensibly opposing positions of Aristotelian and Kantian origin. In this study, I examine politics, economics, and ethics in their dialectic relation as established by (...) Ricœur. Against a vertical, mechanistic, and axiologically neutral vision of management, he opposes the two conceptual pairs of conviction/imagination and ideology/utopia as well as a superior definition of justice associating reciprocal indebtedness and mutual disinterestedness. Through this analysis, it becomes clear that the vertical, hierarchical nature of politics tends to undermine the horizontal interactions necessary to procure just institutions in society. And any business ethic that does not acknowledge political tensions will be mute. What is needed instead is practical wisdom that is developed through interaction, and often through conflict, involving all the different players. (shrink)

How do senior business executives rank their preferences for various ethical principles? And how strongly do the executives believe in these principles? Also, how do these preference rankings relate to the way the executives see the future (wherein business decisions play out)? Research on these questions may provide us with an appreciation of the complexities of ethical behavior in management beyond the traditional issues concerning ethical decision-making in business. Based on a survey of 585 vice presidents of U.S. businesses it (...) was found that: (1) there is a distinct set of principles of ethical conduct that is considered favorable as opposed to another set considered unfavorable among a comprehensive list of 14 ethical principles; (2) the executives believed overwhelmingly that their own individual ethical preferences are better than those of other executives; (3) the strength of their preferences for ethical principles is associated with whether the executives are relatively near-future oriented or more distant-future oriented; and (4), there are very few significant differences in terms of gender, age, education level, private/public education, prestigious/other schools, business/non-business academic backgrounds, and length of job experience. Implications of these findings are discussed. (shrink)

Reciprocity is a fundamental aspect of social life, and a phenomenon studied from a wide variety of philosophical, theological, and social scientific perspectives. In this study, we use social exchange theory to investigate why employees help other employees. We hypothesize, based on the norm of reciprocity (Gouldner, 1960), that a significant cause of an employee''s helping behavior is how much organizational citizenship behavior (OCB) the employee has received from coworkers. To provide evidence of the discriminant validity of OCB received as (...) an antecedent of helping behavior, we also assess its effects on another form of extra-role behavior, voice, as well as in-role performance. We found, in a sample of 157 employee-supervisor dyads, that OCB received was related to helping behavior after controlling for several antecedents of helping behavior identified in past research, and was less related to voice and in-role behavior, as hypothesized. Implications for theory and practice are presented. (shrink)

The Golden Rule is endorsed in oneform or another by most cultures and majorreligions and is still espoused byphilosophers, business ethicists, and popularbusiness authors. Because it also resonateswith undergraduate business majors, it can bean effective teaching tool. This paperdescribes a way of teaching the Golden Rulethrough a series of business-oriented examplesintended to bring out its strengths andweaknesses. The method described alsointroduces students to some basic moralreasoning skills and acquaints them with a widerange of moral issues that arise in business. Kant's (...) Formula of Humanity is discussed in thefinal section as a principle that overcomes atleast some of the Golden Rule's defects. (shrink)

An organizational culture can be defined as "Organizational Humanizing Culture" if it presents the following features: (1) recognition of the person in his or her dignity, rights, uniqueness, sociability and capacity for personal growth, (2) respect for persons and their human rights, (3) care and service for persons around one, and (4) management towards the common good versus particular interests. Current findings and generalized experience suggest that an organizational culture with these features tends to bring about trust and associability, which (...) are basic elements for social capital (a sort of asset embedded in the relationships of individuals, communities, networks or societies). (shrink)