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  1. Ethics codes and professionals' tolerance of societal diversity.Sean Valentine & Gary Fleischman - 2002 - Journal of Business Ethics 40 (4):301 - 312.
    Companies often develop codes prescribing an ethical organizational environment. However, the ability of ethics codes to increase individuals' tolerance of diversity is not fully considered in the ethics literature. This relationship was explored using a sample of 143 business and legal professionals. After accounting for the impact of several covariates, results indicated that professionals employed in organizations that had an ethics code were more tolerant of societal diversity than were professionals working in organizations that did not have an ethics code. (...)
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  • Where are human subjects in Big Data research? The emerging ethics divide.Kate Crawford & Jacob Metcalf - 2016 - Big Data and Society 3 (1).
    There are growing discontinuities between the research practices of data science and established tools of research ethics regulation. Some of the core commitments of existing research ethics regulations, such as the distinction between research and practice, cannot be cleanly exported from biomedical research to data science research. Such discontinuities have led some data science practitioners and researchers to move toward rejecting ethics regulations outright. These shifts occur at the same time as a proposal for major revisions to the Common Rule—the (...)
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  • Fundraising Ethics: A Rights-Balancing Approach.Ian MacQuillin & Adrian Sargeant - 2019 - Journal of Business Ethics 160 (1):239-250.
    The topic of fundraising ethics has received remarkably little scholarly attention. In this paper, we review the circumstances that precipitated a major review of fundraising regulation in the UK in 2015 and describe the ethical codes that now underpin the advice and guidance available to fundraisers to guide them in their work. We focus particularly on the Code of Fundraising Practice. We then explore the purpose and rationale of similar codes and the process through which such codes are typically constructed. (...)
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  • An Inquiry into the Study of Corporate Codes of Ethics.Sven Helin & Johan Sandström - 2007 - Journal of Business Ethics 75 (3):253-271.
    This paper takes its point of departure in an article by Stevens [Stevens, B.: 1994, Journal of Business Ethics 54, 163–171], in which she identified a lack of knowledge regarding how corporate codes of ethics are communicated and affect behavior in organizations. Taking heed of this suggested gap, we review studies on corporate codes of ethics with an empirical content, published since 1994. The conclusion of the review is that we still lack knowledge on how codes work, how they are (...)
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  • Corporate Codes of Conduct: The Effects of Code Content and Quality on Ethical Performance. [REVIEW]Patrick M. Erwin - 2011 - Journal of Business Ethics 99 (4):535 - 548.
    Corporate codes of conduct are a practical corporate social responsibility (CSR) instrument commonly used to govern employee behavior and establish a socially responsible organizational culture. The effectiveness of these codes has been widely discussed on theoretical grounds and empirically tested in numerous previous reports that directly compare companies with and without codes of conduct. Empirical research has yielded inconsistent results that may be explained by multiple ancillary factors, including the quality of code content and implementation, which are excluded from analyses (...)
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  • Barriers Against Globalizing Corporate Ethics: An Analysis of Legal Disputes on Implementing U.S. Codes of Ethics in Germany.Till Talaulicar - 2009 - Journal of Business Ethics 84 (S3):349-360.
    Global firms need to decide on the correspondence between their corporate ethics and the globalization of their activities. When firms go global, they face ethical complexities as they operate in different legal and cultural environments that may impact the admissibility and appropriateness of their approach to institutionalize and implement corporate ethics. Global firms may have good reasons to establish global codes of ethics that are to be obeyed by all employees worldwide. However, developing and implementing such codes can be rather (...)
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  • The Effectiveness of Business Codes: A Critical Examination of Existing Studies and the Development of an Integrated Research Model.Muel Kaptein & Mark S. Schwartz - 2007 - Journal of Business Ethics 77 (2):111-127.
    Business codes are a widely used management instrument. Research into the effectiveness of business codes has, however, produced conflicting results. The main reasons for the divergent findings are: varying definitions of key terms; deficiencies in the empirical data and methodologies used; and a lack of theory. In this paper, we propose an integrated research model and suggest directions for future research.
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  • Whistle Blowing and Rational Loyalty.Wim Vandekerckhove & Ms Ronald Commers - 2004 - Journal of Business Ethics 53 (1-2):225-233.
    Today's complex and decentralized organization gives rise to organizational needs for both loyalty and institutionalized whistle blowing. However, ethicists see a contradiction between both needs. This paper argues there is no such contradiction. It shows why earlier attempts to go beyond the dilemma are not satisfying. The solution proposed in this paper starts from an organizational perspective instead of an individual one. It does so by reframing the concept of loyalty into “rational loyalty”. This means that the object of loyalty (...)
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  • The Significance of a Suitable Information Ethical Code.Christina Ling-Hsing Chang - 2011 - Journal of Information Ethics 20 (1):54-85.
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  • Whistle blowing and rational loyalty.Wim Vandekerckhove & M. S. Ronald Commers - 2004 - Journal of Business Ethics 53 (1-2):225-233.
    Today's complex and decentralized organization gives rise to organizational needs for both loyalty and institutionalized whistle blowing. However, ethicists see a contradiction between both needs. This paper argues there is no such contradiction. It shows why earlier attempts to go beyond the dilemma are not satisfying. The solution proposed in this paper starts from an organizational perspective instead of an individual one. It does so by reframing the concept of loyalty into rational loyalty. This means that the object of loyalty (...)
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  • Contents of codes of ethics of professional business organizations in the united states.Bruce R. Gaumnitz & John C. Lere - 2002 - Journal of Business Ethics 35 (1):35 - 49.
    This paper reports an analysis of the content of the codes of ethics of 15 professional business organizations in the United States, representing the broad range of disciplines found in business. The analysis was conducted to identify common ethical issues faced by business professionals. It was also structured to highlight ethical issues that are either unique to or of particular importance for business professionals. No attempt is made to make value judgments about either the codes of ethics studied or of (...)
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  • Harnessing Multidimensional Legitimacy for Codes of Ethics: A Staged Approach.Hugh Breakey - 2019 - Journal of Business Ethics 170 (2):359-373.
    How can codes of ethics acquire legitimacy—that is, how can they lay down obligations that will be seen by their subjects as morally binding? There are many answers to this question, reflecting the fact that moral agents have a host of different bases on which they may acknowledge code duties as ethically binding—or, alternatively, may reject those duties as morally irrelevant or actively corrupt. Drawing on a wide literature on legitimacy in other practical fields, this paper develops a multidimensional legitimacy (...)
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  • Codes of ethics for political parties and their role in communication.Nicolai Gori - 2018 - Postmodern Openings 9 (1):147-164.
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  • (1 other version)Non-Discrimination in Human Resources Management as a Moral Obligation.Geert Demuijnck - 2009 - Journal of Business Ethics 88 (1):83-101.
    In this paper, I will argue that it is a moral obligation for companies, firstly, to accept their moral responsibility with respect to non-discrimination, and secondly, to address the issue with a full-fledged programme, including but not limited to the countering of microsocial discrimination processes through specific policies. On the basis of a broad sketch of how some discrimination mechanisms are actually influencing decisions, that is, causing intended as well as unintended bias in Human Resources Management (HRM), I will argue (...)
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  • Corporate Ethical Policies in Large Corporations in Argentina, Brazil and Spain.Domènec Melé, Patricia Debeljuh & M. Cecilia Arruda - 2006 - Journal of Business Ethics 63 (1):21-38.
    This paper examines the status of Corporate Ethical Policies (CEP) in large companies in Argentina, Brazil and Spain, with a special emphasis on Corporate Ethics Statements (CES), documents that define the firms’ philosophy, values and norms of conduct. It is based on a survey of the 500 largest companies in these nations. The findings reveal many similarities between these countries. Among other things, it emerges that most companies give consideration to ethics in business and have adopted some kind of formal (...)
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  • An Updated Inquiry into the Study of Corporate Codes of Ethics: 2005–2016.Maira Babri, Bruce Davidson & Sven Helin - 2019 - Journal of Business Ethics 168 (1):71-108.
    This paper presents a review of 100 empirical papers studying corporate codes of ethics in business organizations from the time period mid-2005 until mid-2016, following approximately an 11-year time period after the previous review of the literature. The reviewed papers are broadly categorized as content-oriented, output-oriented, or transformation-oriented. The review sheds light on empirical focus, context, questions addressed, methods, findings and theory. The findings are discussed in terms of the three categories as well as the aggregate, stock of empirical CCE (...)
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  • Corporate Governance and Codes of Ethics.Luis Rodriguez-Dominguez, Isabel Gallego-Alvarez & Isabel Maria Garcia-Sanchez - 2009 - Journal of Business Ethics 90 (2):187-202.
    As a result of recent corporate scandals, several rules have focused on the role played by Boards of Directors on the planning and monitoring of corporate codes of ethics. In theory, outside directors are in a better position than insiders to protect and further the interests of all stakeholders because of their experience and their sense of moral and legal obligations. Female directors also tend to be more sensitive to ethics according to several past studies which explain this affirmation by (...)
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  • Eighteen rules for writing a code of professional ethics.Michael Davis - 2007 - Science and Engineering Ethics 13 (2):171-189.
    Most professional societies, scientific associations, and the like that undertake to write a code of ethics do so using other codes as models but without much (practical) guidance about how to do the work. The existing literature on codes is much more concerned with content than procedure. This paper adds to guidance already in the literature what I learned from participating in the writing of an important code of ethics. The guidance is given in the form of “rules” each of (...)
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  • Ethical misconduct in the business school: A case of plagiarism that turned bitter. [REVIEW]Carlos Cabral-Cardoso - 2004 - Journal of Business Ethics 49 (1):75-89.
    As a result of the public demand for higher ethical standards, business schools are increasingly taking ethical matters seriously. But their effort has concentrated on teaching business ethics and on students' ethical behavior. Business faculty, in contrast, has attracted much less attention. This paper explores the context and the implications of an alleged case of plagiarism in a master's dissertation submitted to a university lacking both an ethical code of conduct and a formalized procedure to deal with academic misconduct. The (...)
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  • Constructing a Code of Ethics: An Experiential Case of a National Professional Organization. [REVIEW]Carla Masciocchi Messikomer & Carol Cabrey Cirka - 2010 - Journal of Business Ethics 95 (1):55 - 71.
    This paper documents the development and implementation of an ethically valid code of ethics in a newly formed national professional organization. It describes the experience and challenges faced by the National Association of Senior Move Managers (NASMM) and its leaders as they worked to establish ethics as an organizing framework early in its evolution. Designed by the investigators and supported by the NASMM Board, the process took place over a 2 year period and more than 130 people participated. It provides (...)
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  • Business codes of multinational firms: What do they say?Muel Kaptein - 2004 - Journal of Business Ethics 50 (1):13-31.
    Business codes are an oft-cited management instrument. But how common are codes among multinationals? And what is their content? In an unprecedented study, the codes of the largest corporations in the world have been collected and thoroughly analyzed. This paper presents the results of that study. Of the two hundred largest companies in the world, 52.5% have a code. More than half of these codes describe company responsibilities regarding quality of products and services (67%), adherence to local laws and regulations (...)
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  • Institutionalizing Ethical Innovation in Organizations: An Integrated Causal Model of Moral Innovation Decision Processes.E. Günter Schumacher & David M. Wasieleski - 2013 - Journal of Business Ethics 113 (1):15-37.
    This article answers several calls—coming as well from corporate governance practitioners as from corporate governance researchers—concerning the possibility of complying simultaneously with requirements of innovation and ethics. Revealing the long-term orientation as the variable which permits us to link the principal goal of organization, being “survival,” with innovation and ethic, the article devises a framework for incorporating ethics into a company’s processes and strategies for innovation. With the principal goal of organizations being “survival” in the long-term, it is assumed that (...)
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  • Scoring Firms’ Codes of Ethics: An Explorative Study of Quality Drivers.Giovanni Maria Garegnani, Emilia Piera Merlotti & Angeloantonio Russo - 2015 - Journal of Business Ethics 126 (4):541-557.
    Research in the field of management has increasingly focused on strategies and tools related to corporate sustainability. Of the tools examined, codes of ethics have been found to play a primary role. Many studies have investigated the content of such codes, as well as their capacity to condition the behaviour of people within organizations. However, few studies have considered the intrinsic quality of codes of ethics. This study aims to investigate the impact that specific factors—firm size, degree of internationalization and (...)
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  • There are no Codes, Only Interpretations. Practical Wisdom and Hermeneutics in Monastic Organizations.Guillaume Mercier & Ghislain Deslandes - 2017 - Journal of Business Ethics 145 (4):781-794.
    Corporate codes of ethics, which have spread in the last decades, have shown a limited ability to foster ethical behaviors. For instance, they have been criticized for relying too much on formal compliance, rather than taking into account sufficiently agents and their moral development, or promoting self-reflexive behaviors. We aim here at showing that a code of ethics in fact has meaning and enables ethical progress when it is interpreted and appropriated with practical wisdom. We explore a model that represents (...)
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  • (1 other version)Corporate social responsibility in China: implementation and challenges.Johan Graafland & Lei Zhang - 2013 - Business Ethics: A European Review 23 (1):34-49.
    Corporate social responsibility (CSR) is becoming increasingly important in China. This paper investigates the implementation of instruments for dimensions of CSR that are relevant for the Chinese context and the challenges that Chinese companies face. Based on a survey among 109 Chinese companies, we find that formal instruments to implement CSR are rather common. Companies spend most effort in improving the economic aspects of CSR, such as competitiveness, product innovation and process innovation. Only a small minority of the companies set (...)
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  • (1 other version)The internal significance of codes of conduct in retail companies.Magnus Frostenson, Sven Helin & Johan Sandström - 2012 - Business Ethics: A European Review 21 (3):263-275.
    This paper focuses on the significance of codes of conduct (CoCs) in the internal work context of two retail companies. A stepwise approach is used. First, the paper identifies in what way employees use and refer to CoCs internally. Second, the function and relevance of CoCs inside the two companies are identified. Third, the paper explains why CoCs tend to function in the identified ways. In both cases, the CoCs are clearly decoupled in the sense that they do not concern (...)
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  • The moderating effect of environmental munificence and dynamism on the relationship between discretionary social responsibility and firm performance.Irene Goll & Abdul A. Rasheed - 2004 - Journal of Business Ethics 49 (1):41-54.
    This study examines the relationships between a company''s emphasis on discretionary social responsibility, environment, and firm performance. It tests the proposition that environmental munificence and dynamism moderate the relationship between discretionary social responsibility and financial performance. Social responsibility was measured with a three-item scale in a sample of 62 firms using a questionnaire. Environmental munificence and dynamism were measured using archival sources as was financial performance (return on assets and return on sales). The results of moderated regression analyses and subgroup (...)
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  • Culture follows design: Code design as an antecedent of the ethical culture.Thomas Stöber, Peter Kotzian & Barbara E. Weißenberger - 2018 - Business Ethics: A European Review 28 (1):112-128.
    Codes of ethics are directly aimed at behavioral control, but they also affect a company’s ethical culture, which in turn concerns compliance and ethical behavior. To positively influence a company’s ethical culture, employees must be familiar with its code of ethics, perceive that top management is committed to the code, and believe that their peers also comply with the code. The evidence on whether a code’s design affects a company’s ethical culture is limited. This study’s factorial survey experiment contributes to (...)
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  • Corporate Codes of Ethics, National Culture, and Earnings Discretion: International Evidence.Chu Chen, Giorgio Gotti, Tony Kang & Michael C. Wolfe - 2018 - Journal of Business Ethics 151 (1):141-163.
    This study examines the role of codes of ethics in reducing the extent to which managers act opportunistically in reporting earnings. Corporate codes of ethics, by clarifying the boundaries of ethical corporate behaviors and making relevant social norms more salient, have the potential to deter managers from engaging in opportunistic financial reporting practices. In a sample of international companies, we find that the quality of corporate codes of ethics is associated with higher earnings quality, i.e., lower discretionary accruals. Our results (...)
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  • (1 other version)Collusion, reputation damage and interest in codes of conduct: the case of a Dutch construction company.Johan J. Graafland - 2004 - Business Ethics 13 (2-3):127-142.
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  • Erratum to: Institutionalizing Ethical Innovation in Organizations: An Integrated Causal Model of Moral Innovation Decision Processes. [REVIEW]E. Günter Schumacher & David M. Wasieleski - 2013 - Journal of Business Ethics 113 (1):181-182.
    This article answers several calls—coming as well from corporate governance practitioners as from corporate governance researchers—concerning the possibility of complying simultaneously with requirements of innovation and ethics. Revealing the long-term orientation as the variable which permits us to link the principal goal of organization, being “survival,” with innovation and ethic, the article devises a framework for incorporating ethics into a company’s processes and strategies for innovation. With the principal goal of organizations being “survival” in the long-term, it is assumed that (...)
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  • (1 other version)Collusion, reputation damage and interest in codes of conduct: the case of a Dutch construction company.Johan J. Graafland - 2004 - Business Ethics, the Environment and Responsibility 13 (2-3):127-142.
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  • Guidelines for the development of an ethics safety net.Muel Kaptein - 2002 - Journal of Business Ethics 41 (3):217 - 234.
    Large organisations are especially advised to consider the possibility of an Ethics Helpdesk in which all employees and managers can report with all suspected cases of unethical conduct, critical comments, dilemmas and advice for which there is insufficient room within the organisational hierarchy. A helpdesk is a central contact point where it is decided who the most appropriate person is to dealing with a given case. The helpdesk model is characterised by low barriers in its easy accessibility, positive approach and (...)
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  • Educating Responsible Managers. The Role of University Ethos.José-Félix Lozano - 2012 - Journal of Academic Ethics 10 (3):213-226.
    The current economic crisis is forcing us to reflect on where we have gone wrong in recent years. In the search for responsibilities some have looked to Business Schools and Administration Departments. It is surprising that this situation has come about despite the fact that Business Ethics and Social Corporate Responsibility have been taught in business schools for years. Without wanting to place all the blame on higher education institutions, but from a critical perspective and assuming responsibility, we believe it (...)
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  • Codes, Ethics and Cross-Cultural Differences: Stories from the Implementation of a Corporate Code of Ethics in a MNC Subsidiary.Sven Helin & Johan Sandström - 2008 - Journal of Business Ethics 82 (2):281-291.
    In this article, we focus on the cross-cultural aspects of the implementation of an American company's code of ethics into its Swedish subsidiary. We identify the cross-cultural stories that the receivers in the subsidiary use when trying to explain the parent's code and conceptualize these stories as part of an emerging narrative of national belonging and differences. The receivers resisted the code by amplifying the importance of national identity. Rather than stimulating a discussion on ethics that might have strengthened the (...)
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  • Are Ethical Codes of Conduct Toothless Tigers for Dealing with Employment Discrimination?Lars-Eric Petersen & Franciska Krings - 2009 - Journal of Business Ethics 85 (4):501-514.
    This study examined the influence of two organizational context variables, codes of conduct and supervisor advice, on personnel decisions in an experimental simulation. Specifically, we studied personnel evaluations and decisions in a situation where codes of conduct conflict with supervisor advice. Past studies showed that supervisors’ advice to prefer ingroup over outgroup candidates leads to discriminatory personnel selection decisions. We extended this line of research by studying how codes of conduct and code enforcement may reduce this form of discrimination. Eighty (...)
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  • Prisoner’s Dilemmas, Cooperative Norms, and Codes of Business Ethics.Steven Scalet - 2006 - Journal of Business Ethics 65 (4):309-323.
    Prisoner's dilemmas can lead rational people to interact in ways that lead to persistent inefficiencies. These dilemmas create a problem for institutional designers to solve: devise institutions that realign individual incentives to achieve collectively rational outcomes. I will argue that we do not always want to eliminate misalignments between individual incentives and efficient outcomes. Sometimes we want to preserve prisoner's dilemmas, even when we know that they systematically will lead to inefficiencies. No doubt, prisoner's dilemmas can create problems, but they (...)
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  • Belgian Nurses' Views on Codes of Ethics: Development, Dissemination, Implementation.Ellen Verpeet, Bernadette Dierckx de Casterlé, Joke Lemiengre & Chris Gastmans - 2006 - Nursing Ethics 13 (5):531-545.
    The aim of this study was to explore how Belgian nurses view issues related to the development, dissemination and implementation of a code of ethics for nurses. Fifty nurses took part in eight focus groups. The participants stated that, on the whole, a code of ethics for nurses would be useful. They stressed that a code should be a practical and useful instrument developed by nurses for nurses, and that it should be formulated and presented in a practical way, just (...)
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  • The Struggles of the Interculturalists: Professional Ethical Identity and Early Stages of Codes of Ethics Development.Laurence Romani & Betina Szkudlarek - 2014 - Journal of Business Ethics 119 (2):1-19.
    Ethicalisation processes that partake in the construction of a firm or a professional group’s ethical identity are often described as a relatively linear combination of several components, such as policies (starting with the development of a code of ethics), corporate practices, and leadership. Our study of a professional community dealing with the topics related to cultural diversity indicates a more reciprocal relationship between ethical identity and ethicalisation processes. We argue that a tangible form of ethical identity can pre-date the ethicalisation (...)
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  • (1 other version)The internal significance of codes of conduct in retail companies.Magnus Frostenson, Sven Helin & Johan Sandström - 2012 - Business Ethics, the Environment and Responsibility 21 (3):263-275.
    This paper focuses on the significance of codes of conduct (CoCs) in the internal work context of two retail companies. A stepwise approach is used. First, the paper identifies in what way employees use and refer to CoCs internally. Second, the function and relevance of CoCs inside the two companies are identified. Third, the paper explains why CoCs tend to function in the identified ways. In both cases, the CoCs are clearly decoupled in the sense that they do not concern (...)
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  • Serving Two Masters: The Contradictory Organization as an Ethical Challenge for Managerial Responsibility.Mar Pérezts, Jean-Philippe Bouilloud & Vincent de Gaulejac - 2011 - Journal of Business Ethics 101 (S1):33-44.
    “No one can serve two masters.” This Bible quotation highlights an irreducible contradiction, which echoes numerous organizational settings. This article considers the under-explored ethical implications of paradoxical injunctions created by such a contradiction at the managerial level. Contradictory organizational constraints turn into paradoxant systems , where the organization structurally settles paradoxical injunctions which challenge managerial ethics in practice. We then ask what managerial responsibility means in such contexts and find that managers have then to reshape their practice as a situated (...)
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  • Enabling Ethical Code Embeddedness in Construction Organizations: A Review of Process Assessment Approach. [REVIEW]Olugbenga Timo Oladinrin & Christabel Man-Fong Ho - 2016 - Science and Engineering Ethics 22 (4):1193-1215.
    Several researchers have identified codes of ethics as tools that stimulate positive ethical behavior by shaping the organisational decision-making process, but few have considered the information needed for code implementation. Beyond being a legal and moral responsibility, ethical behavior needs to become an organisational priority, which requires an alignment process that integrates employee behavior with the organisation’s ethical standards. This paper discusses processes for the responsible implementation of CoEs based on an extensive review of the literature. The internationally recognized European (...)
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  • The Impact of Codes of Ethics on Decision Making: Some Insights from Information Economics. [REVIEW]John C. Lere & Bruce R. Gaumnitz - 2003 - Journal of Business Ethics 48 (4):365-379.
    Although it is suggested that an important role for codes of ethics is to influence decision making, the little research into the impact of codes of ethics on decisions finds little impact. Insights from information economics help to explain this. If an individual will select the action that a code of ethics indicates to be ethical in the absence of a code, then expressing that position in a code of ethics will have no impact on the action chosen. Even if (...)
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  • Multi-Stakeholder Labour Monitoring Organizations: Egoists, Instrumentalists, or Moralists?Jeff S. Everett, Dean Neu & Daniel Martinez - 2008 - Journal of Business Ethics 81 (1):117-142.
    This article examines four leading multi-stakeholder labour monitoring organizations. All operating in the maquiladora industry, these organizations are viewed in light of the growing global trend toward industry self-regulation, or what has been referred to as the 'global out-sourcing of regulation'. Their Board compositions, codes of conduct and monitoring and enforcement strategies are all examined as a means of tentatively positioning these organizations along an 'egoist-instrumentalist-moralist' ethical culture continuum. Such a framing provides insights into the perceived salience of these organizations' (...)
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  • Developing an ethical code for engineers: The discursive approach. [REVIEW]Dr J. Félix Lozano Aguilar - 2006 - Science and Engineering Ethics 12 (2):245-256.
    From the Hippocratic Oath on, deontological codes and other professional self-regulation mechanisms have been used to legitimize and identify professional groups. New technological challenges and, above all, changes in the socioeconomic environment require adaptable codes which can respond to new demands.We assume that ethical codes for professionals should not simply focus on regulative functions, but must also consider ideological and educative functions. Any adaptations should take into account both contents (values, norms and recommendations) and the drafting process itself.In this article (...)
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  • Developing an ethical code for engineers: The discursive approach.J. Félix Lozano Aguilar - 2006 - Science and Engineering Ethics 12 (2):245-256.
    From the Hippocratic Oath on, deontological codes and other professional self-regulation mechanisms have been used to legitimize and identify professional groups. New technological challenges and, above all, changes in the socioeconomic environment require adaptable codes which can respond to new demands.We assume that ethical codes for professionals should not simply focus on regulative functions, but must also consider ideological and educative functions. Any adaptations should take into account both contents (values, norms and recommendations) and the drafting process itself.In this article (...)
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  • Theories on Teaching & Training in Ethics.Peter Bowden & Vanya Smythe - unknown
    The paper examines the education and training of adults in ethics. It applies to courses at universities and colleges as well as in the work place. The paper explores the evidence on our ability to strengthen moral behaviour through courses on ethics, finds it to be weak, so starts with the assumption that we cannot teach people to be ethical. The paper asks therefore what the objectives of a course could be and how best to achieve them. It examines the (...)
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