This article examines how employees form their perceptions of managerial responsibility in a concrete organizational setting. Drawing on negotiated order theory, it shows that these perceptions are the result of complex processes of social construction and negotiation, rather than the application of predetermined ethics models or norms. Employees’ perceptions appear to be unstable; they are subject to constant alterations, fluctuating with the organizational circumstances, and are likely to create considerable organizational perturbations, especially when managers make complex and ambiguous decisions. This (...) process is illustrated through an ethnographic study that analyzed the evolution of employee perceptions during a three-year crisis—one that led managers to repeatedly postpone salary payments to save jobs. The process approach adopted by the study highlights important dynamics that traditional business ethics approaches overlook, such as the fragility of the construct of managerial responsibility, which cannot be coherent unless it is constantly renegotiated among an organization’s various employee groups. (shrink)

In this study, we examine the relationship between appeal to self-perceptions of moral identity, included in the teaching of ethics, and the strengthening of moral judgment among postgraduate business students. As appeal to moral identity emphasizes personal engagement in the appraisal of an ethically charged situation, it addresses critiques of abstract rule application and principle transfer leveled at traditional business ethics teaching. Eighty-one participants completed a series of reflective writing exercises throughout a twelve-week business ethics unit. Based on an instrument (...) completed at the beginning and end of the education process, our results indicate a positive shift in moral judgement intensity. We, therefore, recommend appeal to moral identity as a leverage strategy to be employed in business ethics education in order to strengthen students’ moral judgment. (shrink)

PurposeThe aim of this paper is to give theoretical and empirical arguments for new forms of communication and structure of organizations within the media and information society. Organizations must legitimate their “licence to operate” through social discourses and stakeholder communication. Possibilities to institutionalize ethics within organizations and possible barriers to such a programme are analysed.Design/methodology/approachFirst, some theoretical arguments as to why mediatisation challenges organizations to prove ethical commitment are depicted, using a rights‐based and social contract approach. Second, empirical examples for (...) structural and communicational barriers in Austrian companies show possible practical constraints.FindingsTheoretical findings refer to the usefulness of applying business ethical models to reorganize mediatised organizations. Empirical findings concern the lack of institutionalized ethics management in companies and the corresponding problem of “PR‐style” communication instead of stakeholder discourses.Research limitations/implicationsThe research reported in one section of the paper relies on the qualitative survey of 14 experts in different branches of the Austrian economy. While interviews can give a picture on how respondents understand the relevant research question and construct the respective reality, they are far from providing a representative picture of communicative ethical problems in mediatised organizations.Practical implicationsPractical consequences should be possible, if companies understand the mediatised and communicative nature of their relationship with society and stakeholders and therefore react to that challenge by building up reputation through ethics management.Originality/valueThe paper gives new insights to the important relationship between organizations and the public and shows how, e.g. enterprises can legitimate their business models and secure their long‐term existence. New empirical research concerns cases from Austrian companies. (shrink)