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  1. 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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  • 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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  • 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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  • 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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  • 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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  • 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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  • 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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  • 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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  • The Social Equation: Freedom and its Limits.Charles M. Horvath - 1995 - Business Ethics Quarterly 5 (2):329-352.
    Abstract:Western business philosophy is rooted in the concepts of free enterprise, free markets, free choice. Yet freedom has its limits. Nature itself imposes constraints. In the state of nature each business must try to accomplish everything autonomously and ward off the attacks of rivals. These activities cost the business a great deal of freedom. The social contract emerges from such anarchy to increase the freedom available to all members of society. It does so by setting limits on individual freedom which (...)
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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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  • The Management of Meaning – Conditions for Perception of Values in a Hierarchical Organization.Rudi Kirkhaug - 2008 - Journal of Business Ethics 87 (3):317-324.
    This article argues that the introduction of value based management in a decentralized, hierarchical, and rule-based organization will add to existing informal and formal systems instead of replacing them. Consequently, employees' perception of and willingness to embrace and operationalize centrally imposed values were assumed to be dependent upon existing emotional, social, and formal processes and structures. Hierarchical regression analysis on data from a maritime company (N = 408) gathered in Norway in 2004 – which claims to be a learning and (...)
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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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  • 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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  • Discovering Elements of Complex Adaptive Systems: A Case Study of University Hospital's Re‐engineering Efforts.Renee Houston & Philip C. Rothschild - 2001 - World Futures 57 (6):615-643.
    (2001). Discovering Elements of Complex Adaptive Systems: A Case Study of University Hospital's Re‐engineering Efforts. World Futures: Vol. 57, Future Trends in Communications Strategies, pp. 615-643.
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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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  • Don’t Pass Them By: Figuring the Sacred in Organizational Values Work.Gry Espedal & Arne Carlsen - 2019 - Journal of Business Ethics 169 (4):767-784.
    How and why could some stories be construed as sacred in organizations, and what functions does the sacred have in organizational values work? Research has shown how values can be made formative of a range of organizational purposes and forms but has underscored their performative, situated, and agentic nature. We address that void by studying the sacred as a potentially salient yet under-researched realm of values work. Drawing on an ethnographic case study of a faith-based health care organization and 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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  • 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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  • Organisational Control and the Self: Critiques and Normative Expectations.Karin Helen Garrety - 2008 - Journal of Business Ethics 82 (1):93-106.
    This article explores the normative assumptions about the self that are implicitly and explicitly embedded in critiques of organisational control. Two problematic aspects of control are examined – the capacity of some organisations to produce unquestioning commitment, and the elicitation of ‹false’ selves. Drawing on the work of Rom Harré, and some examples of organisational-self processes gone awry, I investigate the dynamics involved and how they violate the normative expectations that we hold regarding the self, particularly its moral autonomy and (...)
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  • A framework for organizational success.Hershey H. Friedman & Linda Weiser Friedman - 1988 - Journal of Business Ethics 7 (3):219 - 221.
    The contention of this paper is that the marketing concept is but one aspect of a philosophy of business referred to by the authors as the framework for organizational success. This framework maintains that the marketing concept must work together with good management approaches and with ethical business practices in order to satisfy the needs and wants of the various publics of the organization — customers, employees, suppliers, society — and, in the long run, ensure the satisfaction of the needs (...)
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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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  • The Hero-Leader Matrix in Business and Cinema.Olivier Fournout - 2017 - Journal of Business Ethics 141 (1):27-46.
    Textbooks and manuals on management suggest that managers are heroes who deal with difficult problems of collective adaptation and change. American films are similarly built on the premise of a hero confronted with extremely difficult situations. What if this hero figure promoted for so long in both management literature and the American film industry was the same at the structural level? This paper will attempt to clearly define the ethical performance of heroes that is perhaps shared by the imagination industry (...)
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  • Bridging the Gulf Between Management Practice and Ethical Theory.John R. Boatright & F. Neil Brady - 1991 - Business Ethics Quarterly 1 (4):449-459.
    Having taught management ethics for several years, I have been repeatedly frustrated by the practical mismatch between management problems and moral philosophy…. Unless we can connect ethical theory more closely with management practice, we may be dressing our business curriculum windows with philosophical finery but failing to meet the urgent need for clarity of thought in management ethics.
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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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  • 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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  • Policy evaluation: Design and utilization.Erik Albaek - 1989 - Knowledge, Technology & Policy 2 (4):6-19.
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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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  • Shared vision promotes family firm performance.John E. Neff - 2015 - Frontiers in Psychology 6.
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  • Ethical encounters of the second kind.Jonathan B. King - 1986 - Journal of Business Ethics 5 (1):1 - 11.
    When our society holds widely shared norms and values, we can agree on what constitutes unethical business practices. To the extent our social consensus is unraveling, agreement becomes increasingly problematic. Unfortunately, mainstream Western moral philosophy offers no guidance in this situation. We must therefore begin to focus on the types of social relationships that must exist for there to be agreement on what is right, good and just. This line of argument is, at best, merely suggested in discussions and articles (...)
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  • Students’ Perceptions about University Values: Some Influencing Factors.Krista Jaakson - 2008 - Journal of Human Values 14 (2):169-180.
    This article analyses the core values of the biggest and oldest university in Estonia, University of Tartu, as 237 undergraduate students perceive them. The reporting of values is combined with critical incident technique, based on which the values in–action are obtained. It appeared that UT is best characterized by values such as ‘traditions and continuity’, ‘academic atmosphere’ and ‘quality of education’. It was also found that male students are more critical about specifically one value–set: ‘innovation and development’ and that students, (...)
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  • Managing Corporations in Networks.Dirk Baecker - 2001 - Thesis Eleven 66 (1):80-98.
    The background of the article is Marxism's lack of a notion of management. The article suggests that anyone rethinking capitalism should pause for a moment to check on the evidence for such a notion. It seems necessary because today's theory of capitalism can no longer be content with a structural theory of the conflict between capital and labour, but must integrate a poststructural, or operational, theory of how capitalism is sustained on a day-to-day basis by organized projects in networks. The (...)
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