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Ethical Knowledge

New York: Routledge (1970)

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  1. Ethics Management in Public Relations: Practitioner Conceptualizations of Ethical Leadership, Knowledge, Training and Compliance.Seow Ting Lee & I.-Huei Cheng - 2012 - Journal of Mass Media Ethics 27 (2):80 - 96.
    Little is known and understood about ethics management or the development of formal, systematic, and goal-directed initiatives to improve ethics in the public relations workplace. This study found little ethics training and written guidelines in the public relations workplace. Organizational ethics initiatives are poorly communicated to practitioners and rely mostly on punitive restraints with little reward for ethical behavior. For many practitioners, ethics is not learned through workplace ethics initiatives but rather is mostly informed by external influences including personal values, (...)
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  • References.John Bengson & Marc A. Moffett - 2011 - In John Bengson & Marc A. Moffett (eds.), Knowing How: Essays on Knowledge, Mind, and Action. Oxford, England: Oxford University Press USA. pp. 361-386.
    This compilation of references includes all references for the knowledge-how chapters included in Bengson & Moffett's edited volume. The volume and the compilation of references may serve as a good starting point for people who are unfamiliar with the philosophical literature on knowledge-how.
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  • A quantitative examination of ethical dilemmas in public relations.Don W. Stacks & Donald K. Wright - 1989 - Journal of Mass Media Ethics 4 (1):53 – 67.
    This research examined ethical responses of public relations preprofessionals to dilemmas they may face later in their careers. Subjects were required to respond to a request for information ordered suppressed by their employer. Results support earlier findings that students expect personal moral?ethical values to override organizational concerns. Implications of the findings are discussed.
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  • Motivation and practical reasons.John J. Tilley - 1997 - Erkenntnis 47 (1):105-127.
    In discussions of practical reason we often encounter the view that a fact is a reason for an agent to act only if the fact is capable of moving the agent to act. This view figures centrally in many philosophical controversies, and while taken for granted by some, it is vigorously disputed by others. In this essay I show that if the disputed position is correctly interpreted, it is well armored against stock objections and implied by a premise that is (...)
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