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Why Be Moral?

Business Ethics Quarterly 7 (4):137-143 (1997)

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  1. Reframing “Morality Pays”: Toward a Better Answer to “Why be Moral?” in Business.John Corvino - 2006 - Journal of Business Ethics 67 (1):1-14.
    This paper revisits the “morality pays” approach to answering the “Why be moral?” question in business. First I argue that “morality pays” is weakest when it needs to be strongest, and thus inadequate to the task. Then I examine and reject a proposed virtue-ethics alternative, arguing that it either collapses into “morality pays” or else introduces a new problem. After sketching an account of moral reasons, I go on to argue that “morality pays” can be reframed, not so much as (...)
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  • Looking for Answers in All the Wrong Places.Earl W. Spurgin - 2004 - Business Ethics Quarterly 14 (2):293-313.
    Abstract:In recent years, many business ethicists have raised problems with the “ethics pays” credo. Despite these problems, many continue to hold it. I argue that support for the credo leads business ethicists away from a potentially fruitful approach found in Hume’s moral philosophy. I begin by demonstrating that attempts to support the credo fail because proponents are trying to provide an answer to the “Why be moral?” question that is based on rational self-interest. Then, I show that Hume’s sentiments-based moral (...)
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  • The relationship of communication, ethical work climate, and trust to commitment and innovation.Cynthia P. Ruppel & Susan J. Harrington - 2000 - Journal of Business Ethics 25 (4):313 - 328.
    Recently, Hosmer (1994a) proposed a model linking right, just, and fair treatment of extended stakeholders with trust and innovation in organizations. The current study tests this model by using Victor and Cullen''s (1988) ethical work climate instrument to measure the perceptions of the right, just, and fair treatment of employee stakeholders.In addition, this study extends Hosmer''s model to include the effect of right, just, and fair treatment on employee communication, also believed to be an underlying dynamic of trust.More specifically, the (...)
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  • Oxymoron: taking business ethics denial seriously.Hasko von Kriegstein - 2019 - Journal of Business Ethics Education 16:103-134.
    Business ethics denial refers to one of two claims about moral motivation in a business context: that there is no need for it, or that it is impossible. Neither of these radical claims is endorsed by serious theorists in the academic fields that study business ethics. Nevertheless, public commentators, as well as university students, often make claims that seem to imply that they subscribe to some form of business ethics denial. This paper fills a gap by making explicit both the (...)
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  • Organizational Ethical Virtues of Innovativeness.Elina Riivari & Anna-Maija Lämsä - 2019 - Journal of Business Ethics 155 (1):223-240.
    This study participates in the discussion of the ethical culture of organizations by deepening the knowledge and understanding of the meaning of organizational ethical virtues in organizational innovativeness. The aim in this study was to explore how an organization’s ethical culture and, more specifically, organization’s ethical virtues support organizational innovativeness. The ethical culture of an organization is defined as the virtuousness of an organization. Organizational innovativeness is conceptualized as an organization’s behavioral propensity to produce innovative products and services. The empirical (...)
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  • Education in virtues as goal of business ethics instruction.Rose Catacutan - 2013 - African Journal of Business Ethics 7 (2):62.
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  • Effect of Ethical Climate on Turnover Intention: Linking Attitudinal- and Stress Theory.Jay P. Mulki, Jorge F. Jaramillo & William B. Locander - 2008 - Journal of Business Ethics 78 (4):559-574.
    Attitudinal- and stress theory are used to investigate the effect of ethical climate on job outcomes. Responses from 208 service employees who work for a country health department were used to test a structural model that examines the process through which ethical climate (EC) affects turnover intention (TI). This study shows that the EC–TI relationship is fully mediated by role stress (RC), interpersonal conflict (IC), emotional exhaustion (EE), trust in supervisor (TS), and job satisfaction (JS). Results show that EC reduces (...)
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  • Does it Pay to Be Ethical? Examining the Relationship Between Organisations’ Ethical Culture and Innovativeness.Elina Riivari & Anna-Maija Lämsä - 2014 - Journal of Business Ethics 124 (1):1-17.
    In this article, we examine the relationship between ethical organisational culture and organisational innovativeness. A quantitative empirical analysis is based on a survey of a total of 719 respondents from all levels of three Finnish organisations, both general staff and managers. The organisations belong to both the private and public sectors. The results of this study show that organisations’ ethical culture is associated with their organisational innovativeness, and that different dimensions of ethical culture are associated with different dimensions of organisational (...)
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  • Moral climate in business firms: A conceptual framework for analysis and change. [REVIEW]Deborah Vidaver-Cohen - 1998 - Journal of Business Ethics 17 (11):1211-1226.
    This paper introduces a new conceptual framework for studying moral climate in business firms, offering an alternative to other theoretical models currently in the literature. The framework integrates recent advances in organizational climate theory into a new conceptualization of the moral climate construct that explains how moral climates evolve in organizations and suggests moral climate change.
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