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  1. Wanted: Philosophy of Management.Nigel Laurie & Christopher Cherry - 2001 - Philosophy of Management 1 (1):3-12.
    We attempt in this paper to define a new field of study for philosophy: philosophy of management. We briefly speculate why the interest some managers and management writers take in philosophy has been so little reciprocated and why it needs to be. Then we suggest the scope of this new branch of philosophy and how it relates to and overlaps with other branches. We summarise some key matters philosophers of management should concern themselves with and pursue one in some detail. (...)
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  • The Challenge of Humanistic Management.Domènec Melé - 2003 - Journal of Business Ethics 44 (1):77 - 88.
    According to the origin of the word "humanism" and the concept of humanitas where the former comes from, management could be called humanistic when its outlook emphasizes common human needs and is oriented to the development of human virtue, in all its forms, to its fullest extent. A first approach to humanistic management, although quite incomplete, was developed mainly in the middle of the 20th century. It was centered on human motivations. A second approach to humanistic management sprang up in (...)
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  • Virtue is good business: Confucianism as a practical business ethics. [REVIEW]Edward J. Romar - 2002 - Journal of Business Ethics 38 (1-2):119 - 131.
    This paper argues Confucianism is a compelling managerial ethic for several reasons: 1) Confucianism is compatible with accepted managerial practices. 2) It requires individuals and organizations to make a positive contribution to society. 3) Recognizes hierarchy as an important organizational principle and demands managerial moral leadership. 4) The Confucian "golden Rule" and virtues provide a moral basis for the hierarchical and cooperative relationships critical to organizational success. The paper applies Confucianism to the H. B. Fuller in Honduras: Street Children and (...)
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  • Two practical guidelines for resolving truth-telling problems.J. Brooke Hamilton & David Strutton - 1994 - Journal of Business Ethics 13 (11):899 - 912.
    The news reminds us almost daily that the truth is apparently not highly valued by many in business. This paper develops two prescriptive standards — the Expectation and Reputation guidelines — that may help businesspeople avoid violating clearly accepted truth standards. The guidelines also assist in determining whether truth is required in circumstances where honesty seems in conflict with the practical demands of business. A discussion of why, when and how these guidelines may be applied to facilitate truth-telling by business (...)
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  • Common knowledge of the second kind.David Bella & Jonathan King - 1989 - Journal of Business Ethics 8 (6):415 - 430.
    Although most of us know that human beings cannot and should not be replaced by computers, we have great difficulties saying why this is so. This paradox is largely the result of institutionalizing several fundamental misconceptions as to the nature of both trustworthy objective and moral knowledge. Unless we transcend this paradox, we run the increasing risks of becoming very good at counting without being able to say what is worth counting and why. The degree to which this is occurring (...)
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  • Plato’s “Noble Lie” and the Management of Corporate Culture.David Shaw - 2021 - Philosophy of Management 20 (4):457-470.
    Plato’s programme for establishing his ideal state involved propagating two foundation myths for it, described by Socrates as a “noble lie”, which were designed to persuade its citizens to embrace the classes of society to which they had been assigned, and their roles within them, contentedly and in harmony with their fellow citizens. Because most citizens were judged incapable of understanding the truth about the most important matters, the rulers of the ideal state were authorised to tell them whatever stories, (...)
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  • Effect of CSR and Ethical Practices on Sustainable Competitive Performance: A Case of Emerging Markets from Stakeholder Theory Perspective.Abdul Waheed & Qingyu Zhang - 2020 - Journal of Business Ethics 175 (4):837-855.
    An extensive work has been done on corporate social responsibly practices that mainly emphasized the larger firms within developed nations. Nonetheless, still work is needed to observe the importance of CSRPs’ and ethical cultural practices in terms of sustainable competitive performance that garnered far less attention by the existing literature. This study explores the impact of CSRPs on SACP with the mediating role of ECL from SMEs of two emerging nations, i.e., China and Pakistan based on stakeholders’ theory and practices. (...)
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  • Antecedents and current situation of humanistic management.Domènec Melé - 2013 - African Journal of Business Ethics 7 (2):52.
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  • Leadership After Virtue: MacIntyre’s Critique of Management Reconsidered.Matthew Sinnicks - 2018 - Journal of Business Ethics 147 (4):735-746.
    MacIntyre argues that management embodies emotivism, and thus is inherently amoral and manipulative. His claim that management is necessarily Weberian is, at best, outdated, and the notion that management aims to be neutral and value free is incorrect. However, new forms of management, and in particular the increased emphasis on leadership which emerged after MacIntyre’s critique was published, tend to support his central charge. Indeed, charismatic and transformational forms of leadership seem to embody emotivism to a greater degree than do (...)
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  • Excellence V. Effectiveness: Macintyre’s Critique of Business.Charles M. Horvath - 1995 - Business Ethics Quarterly 5 (3):499-532.
    Abstract:Alasdair Maclntyre (1984) asserts that the ethical systems of the Enlightenment (formalism and utilitarianism) have failed to provide a meaningful definition of “good.” Lacking such a definition, business managers have no internal standards by which they can morally evaluate their roles or acts. Maclntyre goes on to claim that managers have substituted external measures of “winning” or “effectiveness” for any internal concept of good. He supports a return to the Aristotelian notion of virtue or “excellence.” Such a system of virtue (...)
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  • The Influence of an Organisation’s Corporate Values on Employees Personal Buying Behaviour.Jesús Cambra-Fierro, Yolanda Polo-Redondo & Alan Wilson - 2008 - Journal of Business Ethics 81 (1):157-167.
    This article explores the influence that an organisation's corporate values have on employees' behaviour and values both within and outside the work environment. In particular, it focuses on the impact of these values on the personal buying behaviour of employees. The empirical research was undertaken within a case study organisation that produces wine in Spain and involved interviews with senior management, an analysis of company documentation, as well as group discussions with employees supported by an employee survey. The article argues (...)
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  • Developing CSR Giving as a Dynamic Capability for Salient Stakeholder Management.John Ehsman Cantrell, Elias Kyriazis & Gary Noble - 2015 - Journal of Business Ethics 130 (2):403-421.
    In this paper, we draw upon the emerging view of strategic cognition and issue salience and show that CSR giving has evolved into more than an altruistic response to being asked for support, to one which is embedded in the strategic frames of management and which supports organizational identity. The managerial action as a result of such strategic cognition suggests that modern organizations are seeking to develop CSR giving processes that provide them with a competitive advantage. We draw on the (...)
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  • Foundations for Value Education in Engineering: The Indian Experience.Amitabha Gupta - 2015 - Science and Engineering Ethics 21 (2):479-504.
    The objective of this paper is to discuss some of the foundational issues centering around the question of integrating education in human values with professional engineering education: its necessity and justification. The paper looks at the efforts in ‘tuning’ the technical education system in India to the national goals in the various phases of curriculum development. The contribution of the engineering profession in national development and India’s self-sufficiency is crucially linked with the institutionalization of expertise and the role of morality (...)
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  • Understanding Research on Values in Business.Bradley R. Agle & Craig B. Caldwell - 1999 - Business and Society 38 (3):326-387.
    Researchers in all management specialties have discussed and investigated the important role values play in personal and organizational phenomena. However, because research on values has been performed in a wide range of social science disciplines and at different levels of analysis, much of thiswork has been uninformed by other work and is neither well integrated nor systematized, resulting in a great deal of confusion concerning the topic. This article attempts to add order and clarity to this area of research by (...)
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  • Book review:《何善衡與恒生銀行早期文化: 創辦人價值觀與公司文化構建》, 葉保強與何順文合著, 信報出版, 2020年, 254頁,(IBSN: 978–988-74,176–4-4) [Its English version is: Ho Sin Hang and the Early Company Culture of Hang Seng Bank: A Founder’s Values and the Making of Company Culture by Ip Po Keung and Ho Shun Man, translated by Ip Po Keung (Hong Kong: HKEJ Publishing Ltd., 2022), pp288, (ISBN: 978–988-75,278–2-4).]. [REVIEW]C. X. George Wei - 2023 - Asian Journal of Business Ethics 12 (1):125-128.
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  • Rethinking the Role of Value Communication in Business Corporations from a Sociological Perspective - Why Organisations Need Value-Based Semantics to Cope with Societal and Organisational Fuzziness.Victoria von Groddeck - 2011 - Journal of Business Ethics 100 (1):69 - 84.
    Why is it so plausible that business organisations in contemporary society use values in their communication? In order to answer this question, a sociological, system theoretical approach is applied which approaches values not pre-empirically as invisible drivers for action but as observable semantics that form organisational behaviour. In terms of empirical material, it will be shown that business organisations resort to a communication of values whenever uncertainty or complexity is very high. Inevitably, value semantics are applied in organisations first when (...)
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  • Models of an individual decision-making process related to ethical issues in business: the risk of framing effects.Virginija Kliukinskaite Vigil - 2009 - International Journal of Business Governance and Ethics 4 (3):264.
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  • Theorising culture and culture in context: institutional excellence and control.Margitta B. Beil-Hildebrand - 2002 - Nursing Inquiry 9 (4):257-274.
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  • How do managers think about market economies and morality? Empirical enquiries into business-ethical thinking patterns.Peter Ulrich & Ulrich Thielemann - 1993 - Journal of Business Ethics 12 (11):879 - 898.
    How do managers think about the relationship between the pursuit of economic success and ethical demands? This paper presents the main results of a qualitative-empirical study (Ulrich and Thielemann, 1992). The range of thinking patterns displayed by Swiss managers in this field of tension is elucidated and typologized. The results are then compared with those yielded by other studies on managerial ethics. Although the comparisons reveal essential parallels, the findings of previous investigations are interpreted in a considerably different manner. In (...)
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  • Building an Ethical Organisation.Pierre Di Toro - 1995 - Business Ethics: A European Review 4 (1):43-51.
    How can one in practice go about introducing ethical values systematically into a business organisation? The process described here was presented to the annual meeting of European Business Ethics Centres, held in Prague in 1993. Dr Di Toro is Research Fellow in Business Administration, Environmental and Social Sciences Department, School of Economics, University of Siena, Piazza S. Francesco 17, 53100 Siena, Italy.
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  • Building an Ethical Organisation.Pierre Di Toro - 1995 - Business Ethics, the Environment and Responsibility 4 (1):43-51.
    How can one in practice go about introducing ethical values systematically into a business organisation? The process described here was presented to the annual meeting of European Business Ethics Centres, held in Prague in 1993. Dr Di Toro is Research Fellow in Business Administration, Environmental and Social Sciences Department, School of Economics, University of Siena, Piazza S. Francesco 17, 53100 Siena, Italy.
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  • Good government: On hierarchy, social capital, and the limitations of rational choice theory.Michael Taylor - 1996 - Journal of Political Philosophy 4 (1):1–28.
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  • An essay on when to fully disclose in sales relationships: Applying two practical guidelines for addressing truth-telling problems. [REVIEW]David Strutton, J. Brooke Hamilton & James R. Lumpkin - 1997 - Journal of Business Ethics 16 (5):545-560.
    Salespeople have a moral obligation to prospect/customer, company and self. As such, they continually encounter truth-telling dilemmas. "lgnorance" and "conflict" often block the path to morally correct sales behaviors. Academics and practitioners agree that adoption of ethical codes is the most effective measure for encouraging ethical sales behaviors. Yet no ethical code has been offered which can be conveniently used to overcome the unique circumstances that contribute to the moral dilemmas often encountered in personal selling. An ethical code is developed (...)
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  • Family Social Capital in Family Business: A Faith-Based Values Theory.Ritch L. Sorenson & Jackie M. Milbrandt - 2023 - Journal of Business Ethics 184 (3):701-724.
    When this study was initiated in 2008, the concept of family social capital was new to the family business discipline. This paper summarizes in-depth qualitative research grounded in owning family experience to understand the nature and source of owning family social capital. _Exploratory research_ began with roundtable discussions among family business owners, advisors, and researchers to understand how owning families sustain positive relationships characteristic of family social capital. These discussions revealed that some family business owners rely on their family faith (...)
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  • An Examination of the Influence of Diversity and Stakeholder Role on Corporate Social Orientation.Wanda J. Smith, Richard E. Wokutch, K. Vernard Harrington & Bryan S. Dennis - 2001 - Business and Society 40 (3):266-294.
    This article examines the extent to which diversity characteristics and stakeholder role influence individuals’ corporate social orientation (CSO). Our findings indicate that one’s relationship to the organization as well as diversity, gender, and race influence one’s CSO. Specifically, we found that employees’ greatest concern was economic whereas customers had a stronger ethical orientation. The results also suggest that women as well as Black employees and customers place more emphasis on whether an organization is fulfilling its discretionary responsibilities than do males (...)
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  • Using Classic Social Media Cases to Distill Ethical Guidelines for Digital Engagement.Shannon A. Bowen - 2013 - Journal of Mass Media Ethics 28 (2):119-133.
    Through systematic case analyses of much-discussed social media cases, both negative aspects and best practices of social media use are revealed. Ethical theory is applied to these cases as a means of analysis to reveal the moral principles associated with each case. Four cases are analyzed, ranging from bad to arguably innovative. Based upon comparing the moral principles upheld or violated, descriptive ethics are used to infer normative ethical guidelines to govern the use of social media. Fifteen ethical guidelines derived (...)
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  • Organizational Moral Values.Elizabeth D. Scott - 2002 - Business Ethics Quarterly 12 (1):33-55.
    Abstract:This article argues that the important organizational values to study are organizational moral values. It identifies five moral values (honest communication, respect for property, respect for life, respect for religion, and justice), which allow parallel constructs at individual and organizational levels of analysis. It also identifies dimensions used in differentiating organizations’ moral values. These are the act, actor, person affected, intention, and expected result. Finally, the article addresses measurement issues associated with organizational moral values, proposing that content analysis is the (...)
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  • Peter Drucker's weimar experience: Moral managementas a perception of the past. [REVIEW]Michael Schwartz - 2002 - Journal of Business Ethics 41 (1-2):51 - 68.
    The writer discussed Drucker's ongoing denial of the relevance of business ethics in a paper presented to the Third Annual International Vincentian Conference. Later, in a paper presented to the Sixth Annual International Vincentian Conference, the writer argued that Collingwood's methodology would facilitate the advancement of an historical thesis which might explain the origins of Drucker's antipathy for business ethics. This latter aim is explored in the current paper. The paper asserts that it was Drucker's experiences of Weimar society and (...)
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  • The culture of ‘culture’ in National Health Service policy implementation.Jan Savage - 2000 - Nursing Inquiry 7 (4):230-238.
    The culture of ‘culture’ in National Health Service policy implementationThe widespread reference to ‘culture’ in UK NHS policy and organisational literature suggests that culture has, in itself, become a cultural phenomenon. This article draws on anthropological thought to explore this trend, and finds it stems from the way that the term ‘culture’ has become analytically empty. Lack of rigour in the way that culture is conceptualised allows it to be used both to suggest an evolved consensus among the workforce, and (...)
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  • Work-Related Behavioral Intentions in Macedonia: Coping Strategies, Work Environment, Love of Money, Job Satisfaction, and Demographic Variables. [REVIEW]Elisaveta Gjorgji Sardžoska & Thomas Li-Ping Tang - 2012 - Journal of Business Ethics 108 (3):373-391.
    Based on theory of planned behavior, we develop a theoretical model involving love of money (LOM), job satisfaction (attitude), coping strategies/responses (perceived behavioral control), work environment (subjective norm), and work-related behavioral intentions (behavioral intention). We tested this model using job satisfaction as a mediator and sector (public versus private), personal character (good apples versus bad apples), gender, and income as moderators in a sample of 515 employees and their managers in the Republic of Macedonia. For the whole sample, both coping (...)
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  • A Thin Spot1.Lloyd E. Sandelands - 2009 - Business and Society Review 114 (4):491-510.
    ABSTRACTA “thin spot” in thinking about business endangers our human being. This article traces a change in business thinking over the last generations to note how, under the spell of the scientific method and the thrall to utilitarian values, our understanding of our self has grown harder, more determined, and less sympathetic. Bringing together ideas about the meaning of self from the study of semiotics and from the author's own religious faith, this article describes how we can reclaim our human (...)
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  • Individual and organizational characteristics of women in managerial leadership.J. I. A. Rowney & A. R. Cahoon - 1990 - Journal of Business Ethics 9 (4-5):293 - 316.
    Women are making a substantial impact on the employment market, both in terms of overall numbers as well as by appointment to male-dominated organizational roles. Research on women in leadership positions within organizations has concentrated on two main foci. Firstly, the identification of relevant individual and organizational characteristics and secondly, on the impact of these variables on the women in management roles. This paper presents the findings from a series of studies in relation to these broad dimensions.
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  • The emergence of knowledge systems thinking: A changing perception of relationships among innovation, knowledge process and configuration.Niels Röling - 1992 - Knowledge, Technology & Policy 5 (1):42-64.
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  • Levinas, bureaucracy, and the ethics of school leadership.Andrew Pendola - 2019 - Educational Philosophy and Theory 51 (14):1528-1540.
    Given present criticisms of contemporary education and leadership practices, this article investigates the ways in which the basic concepts of state freedom and bureaucracy stifle ethics and social justice in educational leadership practices through the philosophical framework of Emmanuel Levinas. By investigating Levinas’ ‘an-archy’, the definition of ethics and justice in school leadership can be reframed towards responsibility to otherness rather than individual freedom. The anarchical ethic of pure responsibility to the Other suggests that educational leaders should prioritize specific acts (...)
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  • Core values: An ethics committee's foray into management theory. [REVIEW]Rebecca D. Pentz - 2000 - HEC Forum 12 (3):225-234.
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  • Building the science of health promotion practice from a human science perspective.Deborah Thoun Northrup & Mary Ellen Purkis - 2001 - Nursing Philosophy 2 (1):62-71.
    While health promotion is widely acknowledged as a practice field where multidisciplinary teamwork is important, within nursing's discipline‐specific literature, a strong argument can be discerned regarding the profession's belief that it has a clear and unique role to play in that field. Yet rarely is this unique role, how it arises, and specifically how its effects are to be demarcated, attended to within the discipline‐specific literature. Two philosophical perspectives on science are presented and we demonstrate the extent to which these (...)
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  • Business ethics: Defining the twilight zone. [REVIEW]Deon Nel, Leyland Pitt & Richard Watson - 1989 - Journal of Business Ethics 8 (10):781 - 791.
    This paper examines the issue of ethics policy in organizations. While the actions of top management may be the single most important factor in fostering corporate behaviour of a high ethical standard, there should be policy where policy is needed. The perceptions of three managerial groups — top- marketing- and purchasing managers — are compared regarding firstly, whether they see a need for policy on a range of ethically contentious issues, and secondly whether they believe there is policy covering these (...)
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  • Shared vision promotes family firm performance.John E. Neff - 2015 - Frontiers in Psychology 6.
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  • Office politics: Reading the business management manual as political theory.J. C. Myers - 2014 - Contemporary Political Theory 13 (3):221-241.
    Like the public political sphere, the world of the workplace contains literary works offering analysis, advice and philosophy to those in positions of command. In this article, I read business management advice manuals as works of political theory, focusing on their treatment of the problem of legitimacy in the relationship between employer and employee. I highlight and analyze key strategies of legitimation, draw their connections to discussions of legitimacy in the history of political thought and examine changes in workplace legitimation (...)
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  • Media Review: Off Track: Classroom Privilege for All.Shirley Mthethwa-Sommers & Sandra Spickard Prettyman - 1999 - Educational Studies 30 (3-4):388-393.
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  • The importance of ethics to job performance: An empirical investigation of managers' perceptions. [REVIEW]Ralph A. Mortensen, Jack E. Smith & Gerald F. Cavanagh - 1989 - Journal of Business Ethics 8 (4):253 - 260.
    This study probed a crucial assumption underlying much of the ethics theory and research: do managers perceive ethical behavior to be an important personal job requirement? A large sample of managers from a cross-section of industries and job functions indicated that, compared to other job duties, certain ethical behaviors were moderate to somewhat major parts of their jobs. Some noteworthy differences by industry, organization size, tenure and job function were also found. These findings underscore the importance of ethics for business (...)
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  • Applying a Universal Content and Structure of Values in Construction Management.Grant R. Mills, Simon A. Austin, Derek S. Thomson & Hannah Devine-Wright - 2009 - Journal of Business Ethics 90 (4):473-501.
    There has recently been a reappraisal of value in UK construction and calls from a wide range of influential individuals, professional institutions and government bodies for the industry to exceed stakeholders’ expectations and develop integrated teams that can deliver world class products and services. As such value is certainly topical, but the importance of values as a separate but related concept is less well understood. Most construction firms have well-defined and well-articulated values, expressed in annual reports and on websites; however, (...)
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  • Farmers and researchers: The road to partnership. [REVIEW]Deborah Merrill-Sands & Marie-Hélène Collion - 1994 - Agriculture and Human Values 11 (2-3):26-37.
    User participation is a critical ingredient for relevant technology development, whether in agriculture or industry. This has long been recognized in private sector R&D firms. In most public sector agricultural research organizations in developing countries, however, systematic involvement of farmers, especially poor farmers, in research has been weak. These farmers are rarely powerful or well organized enough to bring pressure to bear on government agencies to respond to their needs and priorities. Farmer-responsive research methods, such as on-farm research, farming systems (...)
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  • Organizational humanizing cultures: Do they generate social capital? [REVIEW]Domènec Melé - 2003 - Journal of Business Ethics 45 (1-2):3 - 14.
    An organizational culture can be defined as "Organizational Humanizing Culture" if it presents the following features: (1) recognition of the person in his or her dignity, rights, uniqueness, sociability and capacity for personal growth, (2) respect for persons and their human rights, (3) care and service for persons around one, and (4) management towards the common good versus particular interests. Current findings and generalized experience suggest that an organizational culture with these features tends to bring about trust and associability, which (...)
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  • Through the Decreased Values Gap to Increased Organizational Effectiveness: The Mediating Role of Organizational Commitment.Ivan Malbaši´C., Marta Mas-Machuca & Frederic Marimon - 2018 - Journal of Human Values 24 (2):101-115.
    The purpose of this article is to clarify whether congruence between espoused and attributed organizational values in contemporary business circumstances is a necessity or just ‘nice to have’. Accordingly, two objectives are formulated: to investigate whether CEAOV has a direct impact on organizational effectiveness and to assess the mediating effect of organizational commitment between CEAOV and organizational effectiveness. The research was conducted within 15 Croatian companies. Data were collected through content analysis of the official websites of the companies, surveys of (...)
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  • Balanced Organizational Values: From Theory to Practice.Ivan Malbašić, Carlos Rey & Vojko Potočan - 2015 - Journal of Business Ethics 130 (2):437-446.
    Theories of organization and management have offered several concepts and models which indicate that organizational values are an important factor for running organizations successfully. A still unexplained question concerns the creation of balanced organizational values, which can support the achievement of several different and even conflicting goals of modern organizations. To explore balanced organizational values in contemporary business practice, we tested different models of organizational values on a sample of Fortune 100 companies. Research results demonstrate that none of the proportions/ratios (...)
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  • An aristotelian approach to case study analysis.David C. Malloy & Donald L. Lang - 1993 - Journal of Business Ethics 12 (7):511 - 516.
    The purpose of this paper is to apply Aristotle''s theory of causation to the administrative realm in an attempt to provide the manager/student with a more complete basis for organizational analysis. The authors argue that the traditional approach to administrative case studies limits the manager''s/student''s perspective to the positivistic world view at the expense of a more encompassing perspective which can be achieved through the use of an Aristotelian approach. Aristotle''s four-part theory of causation is juxtaposed with contemporary views of (...)
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  • Students’ Perceptions of Plagiarism Policy in Higher Education: a Comparison of the United Kingdom, Czechia, Poland and Romania.Saadia Mahmud, Tracey Bretag & Tomas Foltýnek - 2019 - Journal of Academic Ethics 17 (3):271-289.
    Students’ attitudes towards plagiarism and academic misconduct have been found to vary across national cultures, although the relationship between national culture and students’ perceptions of plagiarism policy remains unexplored. Student survey data (n = 1757) from the UK, Czechia, Poland and Romania were analysed for differences in students’ perceptions of three specific aspects of plagiarism policy – access, support and detail – at their respective universities. Considered through the lens of Hofstede’s cultural dimensions, the study found significant differences between the (...)
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  • Students’ Perceptions of Plagiarism Policy in Higher Education: a Comparison of the United Kingdom, Czechia, Poland and Romania.Saadia Mahmud, Tracey Bretag & Tomas Foltýnek - 2018 - Journal of Academic Ethics 17 (3):271-289.
    Students’ attitudes towards plagiarism and academic misconduct have been found to vary across national cultures, although the relationship between national culture and students’ perceptions of plagiarism policy remains unexplored. Student survey data from the UK, Czechia, Poland and Romania were analysed for differences in students’ perceptions of three specific aspects of plagiarism policy – access, support and detail – at their respective universities. Considered through the lens of Hofstede’s cultural dimensions, the study found significant differences between the UK and the (...)
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  • A business model of enlightenment.John H. Barnett - 1985 - Journal of Business Ethics 4 (1):57 - 63.
    This article examines spiritual growth and the business career. Rather than a certain decline into workaholism or materialism, the world of business becomes a necessary step on the path of enlightenment, through the transcendant philosophical models of the Hindu householder and the Native American Medicine Wheel.The householder concept, including mastering the material world and the resulting spiritual growth, stresses the importance of action, also a criterion for success in business. Current views, based on studies of modern life, Judaic thought, and (...)
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