This article presents moral jurisprudence theory as a systematic approach to business ethics that analogizes core problems of the field to related problems in law. Adapting theoretical approaches from contemporary philosophy of law, the article develops a decision-making method for business ethics.

This paper examines the role that religious ethics, complemented by a nationalist principle, can play in a sustained exercise of strategic leadership, hypothesizing a positive association with a societal reputation for credibility or integrity. The key to this relation is the constraining effect on strategic or financial pressures, even if there is coherence in the long-term. J. N. Tata, the founder of Tata Industries who lived in British India, was a Parsee priest and an advocate for Indian national self-reliance and (...) ultimately independence. Even as Tata's two ethics dovetailed with his business interests in the long-term, they conflicted sufficiently with the business calculus of some of his immediate and intermediate strategic interests such that he could enjoy a sterling societal reputation in India, his credibility transcending that of a businessman. (shrink)

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 (...) perspective oriented to competitive pressures, thereby enabling strategic leadership to contribute to a sustainable competitive advantage. A strategic leadership audit is presented as a tool by which strategic leadership and reputational capital can be managed. (shrink)

Abstract:We have a very decent belief structure or general paradigm underlying Business Ethics as a formal field of study. It has an explicit moral base. It can be stated in simple and direct terms. It has been developed over a number of recent years by a group of respected scholars from a variety of academic disciplines. It is, however, subject to multiple interpretations and open to extensive conflicts. We can easily tolerate if not benefit from the differing interpretations. We must—at (...) some point—moderate if not resolve the debilitating conflicts. The argument I wish to make in this paper is that we have reached that point. It is time to resolve the conflicts, and the way to do so is to generate awkward, undeniable facts through basic empirical research. Those facts will then have to be incorporated into acceptable—and eventually accepted—theory. (shrink)

Despite the widespread agreement that the ontology of the marketing discipline is exchange, marketing ethics researchers have largely adopted a monadic viewpoint of ethical decision making. In this research, an interactionist approach is adopted in order to introduce a dyadic perspective of un/ethical decision making. The dyadic model includes each channel member's individual, situational and decision process factors linked by relationalism, an emerging paradigm in marketing channels. Relationalism is represented as a discriminating variable between perceived ethical dilemma and decision behaviour. (...) Finally, a number of theoretical propositions are presented and future research directions are discussed. (shrink)

What is the nature of the decision-related personal values of corporate management? Managers' attitudes and behaviors are built upon their personal value systems (PVS). Knowledge about the structure of management's PVS assists in understanding the attributes of corporate decision making. Utilizing a survey instrument developed and used by England (1967, 1975), this article updates this research into corporate managers' personal value systems. England's PVS consists of sixty-six pre-tested values clustered into five groups. As one could expect with personal values, statistical (...) tests reveal that even with dramatic changes in the business environment the overall personal values structure has not changed over the intervening three decades. The results also reveal that corporate managers retain their pragmatic value orientation as discussed by England. (shrink)

Many ethical issues facing managers of multinational corporations are polycentric problems. That is, they involve a number of distinct centers -- each of which define rights and obligations of a multiplicity of affected parties -- and resolving matters around one center typically creates unpredictable repercussions around one or more of the other centers. Polycentricity is a normative phenomenon especially unsuited for adjudication, often requiring recourse to alternative processes of contract (or reciprocal adjustment) and managerial direction. This study explores how such (...) concerns about the limits of adjudication (and its various moral counterparts) apply to international decisionmaking connected to human rights obligations of multinational companies. The focus is on ethical problems such as controlling child labor in LDCs such as Bangladesh, India and Pakistan; setting wages in developing countries like Honduras; and conducting business transactions with rights-violating regimes, such as the governments of Nigeria and Myanmar. (shrink)