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  1. Examples as persuasive argument in popular management literature.Alon Lischinsky - 2008 - Discourse and Communication 2 (3):243-269.
    In this article we take the use of examples as a means to explore the processes of persuasion and consensus-construction involved in the legitimation of popular management knowledge. Examples, as concrete instances or events used to substantiate a wider argument, have been variedly regarded in different research traditions. Classical logic and rhetoric have considered them an inferior form of argument, useful for pedagogic or public debate but inadequate for higher forms of thought. This spirit still permeates much psychological research on (...)
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  • A Three-Country Study of Unethical Sales Behaviors.Ning Li & William H. Murphy - 2012 - Journal of Business Ethics 111 (2):219-235.
    A major challenge in global sales research is helping managers understand sales ethics across countries. Addressing this challenge, our research investigates whether a few demographic variables and psychographic variables reduce unethical sales behaviors (USBs) in Canada, Mexico, and the USA. Further, using literatures associated with business ethics, national culture, and customer orientation advocacy, we hypothesize why sales managers should expect similarities and differences in USBs between countries. We tested hypotheses using a sales contest scenario and six USBs, examining survey responses (...)
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  • Manipulative Businesses: Secular Business Cults.Brian W. Kulik & Michelle Alarcon - 2016 - Business and Society Review 121 (2):247-270.
    Many destructive business leaders drive their companies into bankruptcy and dissolution, never to be heard from again in the business press. However, it is useful to study these organizations to prevent the same, or similar destructive business from taking on, and destroying, additional businesses. In this article, we describe one type of organization that follows the model of religious cults, which we call secular business cults. Building on Padilla et al., we describe an SBC toxic triangle of (1) Padilla et (...)
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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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  • 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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  • Participation as chaos: Lessons from the principles of complexity theory for democracy.Renee Houston - 2001 - World Futures 57 (4):315-338.
    Current organizational communication theorists and practitioners seek to remedy organizational ills by advancing democracy within the workplace. Specifically, organizational democracy has been introduced with a variety of goals in mind: improving representation, increasing job satisfaction, improving productivity, and reducing costs. Although democracy emerges in myriad forms, theorists are still uncertain as to how to involve employees in the process and produce observable results. In this article, recent developments in complexity theory are invoked to both illuminate and resolve problems on the (...)
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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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  • 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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  • 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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  • 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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  • Citizens' Autonomy and Corporate Cultural Power.Lisa Herzog - 2020 - Journal of Social Philosophy 51 (2):205-230.
    Journal of Social Philosophy, EarlyView.
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  • The ‘Crucified’ Leader: Cynicism, Fantasies and Paradoxes in Education.Dion Rüsselbæk Hansen & Lars Frode Frederiksen - 2016 - Studies in Philosophy and Education 36 (4):425-441.
    In this paper we argue that transnational as well as national political demands and expectations on the educational field are contributing to produce four ideological-based educational leadership discourses in the literature. In order to conceptualize these discourses, we turn to the work of Schmidt and Zizek. On that basis we identify four dominant educational leadership discourses: a personhood-based discourse, a profession-based discourse, a standard-based discourse, and a resource-based discourse. These discourses have—as we will show—various consequences for the way we think (...)
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  • The Australian Engineering Construction Sector: shifting environmental values and practices.E. L. Hamilton-Foster - 2014 - Global Bioethics 25 (3):178-194.
    Whilst many studies have examined environmental attitudes and practices in the broader construction industry, few have done so specifically in the context of the Australian Engineering Construction Sector including national infrastructure projects. This paper aims to extend the knowledge base on environmental culture in construction, specifically on non-building projects. It seeks to demonstrate how the sector is shifting in response to global environmental concern and how this is reflected in the value systems and work practices for non-building projects. The study (...)
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  • Discourse, Organizations and National Cultures.Britt-Louise Gunnarsson - 2000 - Discourse Studies 2 (1):5-33.
    The article explores the complex and multi-dimensional relationship between organization and discourse, using interview data and written documents collected within banks in Sweden, Germany and Britain. The first part of the analysis, which examines the extent to which the organizations studied can be said to form discourse units in their own right, shows that management ideas, norms and values seem to have a considerable impact on bank discourse. Although the discourse found in different banks naturally has many features in common, (...)
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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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  • 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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  • The “Business Sucks” Story.R. Edward Freeman - 2018 - Humanistic Management Journal 3 (1):9-16.
    The purpose of this essay is to suggest that one of the dominant modes of thought in our society is a profound mistrust and misunderstanding of the role of business. A dominant myth in society is that business occupies the moral low ground, separate from ethics or a moral point of view. This position is characterized as the “business sucks” story, and the essay shows how the enactment of this story underlies business thinking among managers and business theorists. The essay (...)
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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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  • Excellence and Frontier Research as Travelling Concepts in Science Policymaking.Tim Flink & Tobias Peter - 2018 - Minerva 56 (4):431-452.
    Excellence and frontier research have made inroads into European research policymaking and structure political agendas, funding programs and evaluation practices. The two concepts travelled a long way from the United States and have derived from contexts outside of science. Following their conceptual journey, we ask how excellence and frontier research have percolated into European science and higher education policies and how they have turned into lubricants of competition that buttress an ongoing reform process in Europe.
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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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  • Corporate entrepreneurs or rogue middle managers? A framework for ethical corporate entrepreneurship.Kuratko F. Donald & Michael G. Goldsby - 2004 - Journal of Business Ethics 55 (1):13-30.
    Corporate entrepreneurs -- described in the academic literature as those managers or employees who do not follow the status quo of their co-workers -- are depicted as visionaries who dream of taking the company in new directions. As a result, though, in overcoming internal obstacles to reaching their professional goals they can often walk a fine line between clever resourcefulness and outright rule breaking. A framework is presented as a guideline for middle managers and organizations seeking to impede unethical behaviors (...)
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  • Business Ethics.Barry Castro - 1994 - Business Ethics Quarterly 4 (2):181-190.
    The author argues that a continuing effort to avoid self-deception is the pre-requisite to any ethical analysis; that this effort cannot be altogether successful; that it is Iikely to even be dysfunctional in a variety of organizational contexts, perhaps particularly in the context of corporate middle management, but that it ought not therefore be ignored. It is contended that business ethicists should be committed to making the difficulties associated with self-scrutiny explicit. Finally, it is argued that in order to do (...)
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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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  • 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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  • The need to be unique and the innovative behavior: The moderating role of supervisor support.Mustafa Bekmezci, Wasim Ul Rehman, Muzammil Khurshid, Kemal Eroğluer & Inci Yilmazli Trout - 2022 - Frontiers in Psychology 13.
    The purpose of this study is to examine the moderating effect of supervisor support on the relationship between the need to be unique and the innovative behavior. People not only strive to belong to a group but also want to be unique from others and feel exceptional. Individuals’ innovative behavior is one of the things that makes them feel different from other people. Because developing a new idea, supporting this idea, putting this idea into practice, and the positive achievements of (...)
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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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  • Policy evaluation: Design and utilization.Erik Albaek - 1989 - Knowledge, Technology & Policy 2 (4):6-19.
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  • Disclosing new worlds? : Strategic management, styles and meaning.Matthew A. Hancocks - unknown
    The philosopher Martin Heidegger argued that the truthful life was at risk of being lost in Western technological culture in the name of increasing control, efficiency, and agility. As the risk is actualised, so the human essence as truth maker is obscured and life itself feels poorer. This thesis draws on Heideggerian philosophy to demonstrate the loss in two dominant styles of contemporary strategic management: the world-picturing and, more recent, agile style. It builds a theory of post-agile strategic practice, which (...)
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  • Gender Issues in Corporate Leadership.Devora Shapiro & Marilea Bramer - 2013 - Handbook of the Philosophical Foundations of Business Ethics:1177-1189.
    Gender greatly impacts access to opportunities, potential, and success in corporate leadership roles. We begin with a general presentation of why such discussion is necessary for basic considerations of justice and fairness in gender equality and how the issues we raise must impact any ethical perspective on gender in the corporate workplace. We continue with a breakdown of the central categories affecting the success of women in corporate leadership roles. The first of these includes gender-influenced behavioral factors, such as the (...)
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