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  1. Psihologia morala si natura judecarii morale. O examinare critica a modelului social intuitionist.Emilian Mihailov - 2015 - In Bogdan Olaru & Andrei Holman (eds.), Contributii la psihologia morala: evaluari ale rezultatelor si noi cercetari empirice. Bucuresti, Romania: Pro Universitaria. pp. 61-74.
    În acest studiu, îmi propun să arăt că modelul social intuiţionist al judecăţii morale propus de Haidt este la rândul său prea restrictiv faţă de influenţa raţionării morale, poate tot aşa cum modelul raţionalist subestima influenţa emoţiilor morale. Mai întâi, voi prezenta modelul raţionalist despre natura judecăţii morale şi voi evidenţia rezultatele empirice care au contribuit la erodarea sa. Apoi, voi prezenta şi critica modelul social intuiţionist revigorat de revoluţia „afectivă” din psihologia morală, argumentând că rezultatele din psihologia experimentală, neuroştiinţă (...)
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  • Contributii la psihologia morala: evaluari ale rezultatelor si noi cercetari empirice.Bogdan Olaru & Andrei Holman (eds.) - 2015 - Bucuresti, Romania: Pro Universitaria.
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  • The Relationship among Ethical Climate Types, Facets of Job Satisfaction, and the Three Components of Organizational Commitment: A Study of Nurses in Taiwan.Ming-Tien Tsai & Chun-Chen Huang - 2008 - Journal of Business Ethics 80 (3):565-581.
    The high turnover of nurses has become a global problem. Several studies have proposed that nurses' perceptions of the ethical climate of their organization are related to higher job satisfaction and organizational commitment, and thus lead to lower turnover. However, there is limited empirical evidence supporting a relationship between different types of ethical climate within organizations and facets of job satisfaction. Furthermore, no published studies have investigated the impact of different types of ethical climate on the three components of organizational (...)
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  • Leadership and business ethics: Does it matter? Implications for management. [REVIEW]A. L. Minkes, M. W. Small & S. R. Chatterjee - 1999 - Journal of Business Ethics 20 (4):327 - 335.
    This paper reviews the relationship between organisational leadership, corporate governance and business ethics, and considers the implications for management. Business ethics is defined, and the causes and consequences of unethical behavior are discussed. Issues pertaining to leadership, subordinate and organisation responsibility for business ethics are considered. The changing role of business leaders and the new concept of ''corporate governance'' are examined, with an increasing importance being placed on ethical and socially responsible attitudes towards business. Organisational effectiveness and organisational efficiency, formerly (...)
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  • Citizens, Leaders and the Common Good in a world of Necessity and Scarcity: Machiavelli’s Lessons for Community-Based Natural Resource Management.Kristof Van Assche, Raoul Beunen & Martijn Duineveld - 2016 - Ethics, Policy and Environment 19 (1):19-36.
    In this article we investigate the value and utility of Machiavelli’s work for Community-Based Natural Resource Management. We made a selection of five topics derived from literature on NRM and CBNRM: Law and Policy, Justice, Participation, Transparency, and Leadership and management. We use Machiavelli’s work to analyze these topics and embed the results in a narrative intended to lead into the final conclusions, where the overarching theme of natural resource management for the common good is considered. Machiavelli’s focus on practical (...)
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  • The Role of Integrity as a Mediator in Strategic Leadership: A Recipe for Reputational Capital. [REVIEW]Skip Worden - 2003 - Journal of Business Ethics 46 (1):31 - 44.
    In the context of a crisis of confidence in executive leadership in corporate America, this paper examines the role of integrity as a mediator within strategic leadership and its impact on credibility in reputational capital. A tension can occur within strategic leadership between the elements of strategic planning and leadership vision. This tension can destroy the credibility of reputational capital unless strategic leadership is managed effectively. Integrity can be used as the glue providing for credible leadership vision amid a strategic (...)
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  • Business should be its own therapist: Observing the "governance ethics" of taiwanese enterprises. [REVIEW]Chen-Fong Wu - 2002 - Journal of Business Ethics 40 (4):363 - 371.
    Taiwanese enterprises generally display a tacit acceptance and practice of globally-recognized business ethics such as the respect of human rights. Yet some Taiwanese business supervisors subscribe instead to a philosophy of leadership, dubbed "pseudo-harmony", which actively seeks to evade responsibility and any conflict of interest with profitability. Meanwhile other Taiwanese entrepreneurs are even less enlightened, dictatorially upholding self-serving regimes which operate on a philosophy which is euphemistically referred to as "householder management".These attitudes result in the sub-optimal development of "organizational democratization" (...)
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  • The state of leadership ethics and the work that lies before us.Joanne B. Ciulla - 2005 - Business Ethics, the Environment and Responsibility 14 (4):323–335.
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  • The Relationship of Leadership Style and CEO Values to Ethical Practices in Organizations.Jacqueline N. Hood - 2003 - Journal of Business Ethics 43 (4):263 - 273.
    This study analyzes the relationship between CEO values, leadership style and ethical practices in organizations. The ethical practices of formal statement of ethics and diversity training are included in the study, as well as four categories of values based on Rokeach's (1973) typology including personal, social, competency-based and morality-based. Results indicate that all four types of values are positively and significantly related to transformational leadership, with transactional leadership positively related to morality-based and personal values, and laissez-faire leadership negatively related to (...)
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  • (1 other version)Ethno‐cultural considerations in negotiation: pretense, deception and lies in the Greek workplace.Abraham Stefanidis & Moshe Banai - 2014 - Business Ethics: A European Review 23 (2):197-217.
    A retrospect into ethos, this study examines the impact of individualism, collectivism, ethical idealism and interpersonal trust on negotiators' attitudes toward questionable negotiation tactics in Greece. A thousand survey questionnaires were administered to Greek employees, of which 327 usable responses were collected. Our findings empirically corroborated a classification of three groups of negotiation tactics, namely, pretense, deception and lies. Individualism–collectivism and ethical idealism were found to be related, and interpersonal trust was found to be unrelated, to attitudes toward questionable negotiation (...)
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  • Ethical Climate and Purchasing Social Responsibility: A Benevolence Focus. [REVIEW]Constantin Blome & Antony Paulraj - 2013 - Journal of Business Ethics 116 (3):567-585.
    Using a sample of multinational firms in Germany, we develop and empirically examine a model to test the effects of ethical climate and its antecedents on purchasing social responsibility (PSR). Our results show different effects of benevolence dimensions of ethical climate on PSR: employee-focused climate has no effect, but community-focused climate is a significant driver of PSR. The results also show that top management ethical norms and code of conduct implementation impact PSR directly as well as indirectly through ethical climate.
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  • Research on a typology of business ethics operation across the taiwan strait.Chen-Fong Wu - 2004 - Journal of Business Ethics 52 (3):229-242.
    The practice of business ethics is a constant concern for both business and academics. Thus this study attempts both to explore the effective performance of business ethics and to provide a learned reference. The researcher has gathered relevant literature, developed a notion of business ethics operation which have been put to the test within four selected enterprises across the Taiwan Strait. The findings reveal that different types of ethical leadership and catalytic mechanism precipitated four operations and a swathe of different (...)
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  • Who Shall Lead Us? How Cultural Values and Ethical Ideologies Guide Young Marketers’ Evaluations of the Transformational Manager–Leader.Brent Smith - 2011 - Journal of Business Ethics 100 (4):633-645.
    Today’s young marketers transition from schools and into the workforce with a variety of career options in sales, advertising, and general marketing after graduation. Beyond their discipline-specific knowledge of market research, consumer behavior, and marketing communications, these individuals bring along their own set of personal values and ideologies that may influence how they engage the people, personalities, and priorities of the business organization. As new generations of young professionals enter the publicly scrutinized fields of sales and marketing, they are expected (...)
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