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The Fourth Wave

Business Ethics Quarterly 9 (2):295-314 (1999)

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  1. Political Counterbalance and Personal Values.Gerald F. Cavanagh - 2000 - Business Ethics Quarterly 10 (1):43-51.
    The extraordinarily rapid growth of global communications, information technology, and investments have energized hundreds of millions of business people and opened up immense opportunities in most of the countries of the world. Yet this apparently inevitableglobal business growth also has parallel dangers for people. In two areas the weaknesses of the global economy are evident: (1) Global business and financial operations with little accountability for long-term human needs; and (2) Goals and values of business managers that are not sufficient for (...)
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  • The Moral Significance of Employee Loyalty.Brian Schrag - 2001 - Business Ethics Quarterly 11 (1):41-66.
    Expectations and possibilities for employee loyalty are shifting rapidly, particularly in the for-profit sector. I explore the natureof employee loyalty to the organization, in particular, those elements of loyalty beyond the notion of the ethical demands of employeeloyalty. I consider the moral significance of loyalty for the employee and whether the development of ties of loyalty to the workorganization is in fact a good thing for the employee or for the employer. I argue that employees have a natural inclination to (...)
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  • ‘If I Should Fall From Grace…’: Stories of Change and Organizational Ethics.Carl Rhodes, Alison Pullen & Stewart R. Clegg - 2010 - Journal of Business Ethics 91 (4):535-551.
    Although studies in organizational storytelling have dealt extensively with the relationship between narrative, power and organizational change, little attention has been paid to the implications of this for ethics within organizations. This article addresses this by presenting an analysis of narrative and ethics as it relates to the practice of organizational downsizing. Drawing on Paul Ricoeur’s theories of narrative and ethics, we analyze stories of organizational change reported by employees and managers in an organization that had undergone persistent downsizing. Our (...)
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  • Fulfilling Institutional Responsibilities in Health Care: Organizational Ethics and the Role of Mission Discernment.Jerry Goodstein - 2002 - Business Ethics Quarterly 12 (4):433-450.
    Abstract:In this paper we highlight the emergence of organizational ethics issues in health care as an important outcome of the changing structure of health care delivery. We emphasize three core themes related to business ethics and health care ethics: integrity, responsibility, and choice. These themes are brought together in a discussion of the process of Mission Discernment as it has been developed and implemented within an integrated health care system. Through this discussion we highlight how processes of institutional reflection, such (...)
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  • Intra‐stakeholder alliances in plant‐closing decisions: A stakeholder theory approach.Yves Fassin, Simone de Colle & R. Edward Freeman - 2017 - Business Ethics: A European Review 26 (2):97-111.
    This article discusses plant-closing decisions by multinational enterprises applying a stakeholder theory approach. In particular, we focus on the emergence of “intra-stakeholder alliances,” that is, alliances among the various stakeholder groups of a specific corporation. We analyze the emergence of stakeholder alliances in reaction to MNEs' decisions to terminate production locally and discuss their influence on the outcomes of such decisions. Our research is inspired by two exceptional case studies of two multinational breweries that announced their decisions to close niche (...)
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  • Networks of Giving and Receiving in an Organizational Context: Dependent Rational Animals and MacIntyrean Business Ethics.Caleb Bernacchio - 2018 - Business Ethics Quarterly 28 (4):377-400.
    ABSTRACT:Alasdair MacIntyre’sAfter Virtuehas made a significant impact within business ethics. This impact has centered upon applications of the virtues-goods-practices-institutions schema (Moore & Beadle, 2006). In this article, I develop an extension of the practices-institutions schema (Moore, 2017), drawing upon MacIntyre’s later text,Dependent Rational Animals. Two key concepts drawn from this text are “networks of giving and receiving” and “the virtues of acknowledged dependence.” Networks of giving and receiving are non-calculative relationships that enable participants to cope with vulnerability. These relationships are (...)
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  • The Discursive Dance: The Employee Co-operation Negotiations as an Arena for Management-by-fear.Anu Pynnönen & Tuomo Takala - 2018 - Journal of Business Ethics 147 (1):165-184.
    The purpose of this article is to qualitatively describe and critically explain the discursive construction of employee co-operation negotiations in Finland as an arena for management-by-fear. The article consists of a theoretical review, covering the legislative basis of co-operation negotiations and recent research on management-by-fear. The empirical study consists of media texts and company media releases in Finland in 2012–2013. The main conclusions are that there are distinctive features in the co-operation negotiations that enable and enforce the possibility of management-by-fear, (...)
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  • Two Wrongs Make a ‘Right’? Exploring the Ethical Calculus of Earnings Management Before Large Labor Dismissals.Ionela Andreicovici, Nava Cohen, Silvia Ferramosca & Alessandro Ghio - 2020 - Journal of Business Ethics 172 (2):379-405.
    This paper examines whether firms strategically legitimize large labor dismissals by performing ex-ante downward earnings management. We further assess whether the effect is larger under stakeholder pressure and whether these practices influence the external perception of firms’ behavior. As laying off employees without an economic reason is perceived as a breach of the social contract, stakeholders pressure firms to provide economic justification for LLDs. We argue that firms strategically legitimize LLDs by artificially worsening their financial performance through downward earnings management. (...)
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