Recent work in the business ethics field has called attention to the promise inherent in the concept of authenticity for enriching the ways we think about core issues at the intersection of management ethics and practice, like moral character, ethical choices, leadership, and corporate social responsibility [Driver, 2006; Jackson, 2005; Ladkin, 2006]. In this paper, I aim to extend these contributions by focusing on authenticity in relation to a set of organizational processes related to strategy making; most specifically an organization’s (...) strategic intent, arguing that these provide an ideal venue for particularising this exploration, as they represent the key processes through which an organization defines the self it aspires to be. In order to do this, I examine specifically what a shift from “business as usual” to the search for the creation of a more authentic corporate self might look like in practice, contending that such a shift offers the possibility for improving both the moral good and the business outcomes of an institution simultaneously. I conclude with assessment of the risks inherent in undertaking such a search for more authentic strategic intention in business organizations today. (shrink)

The purpose of this article is threefold: to examine the elements of an artful apology; to sequence them in a comprehensive configuration; and to use the taxonomy for assessing the effect of public apologies. The model identifies seven sequential components of an apology: revelation, recognition, responsiveness, responsibility, remorse, restitution, and reform. Also included in the model are four deflective stratagems: dissociation, diminution, dispersion, and detachment. Analysis focuses on actual offense situations rather than artificial simulated settings. Specifically, the study examines whether (...) seven well-publicized apologies conform to the proposed construct. These public figures include Alec Baldwin, Lloyd Blankfein, Jamie Dimon, Gerald Levin, Iris Robinson, Tiger Woods, and Mark Zuckerberg. The article closes with suggestions to direct future research. (shrink)