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  1. (1 other version)Non Discrimination as a moral obligation in Human resources management.Geert Demuijnck - 2009 - Journal of Business Ethics 88 (S1):83-101.
    In this paper, I will argue that it is a moral obligation for companies, firstly, to accept their moral responsibility with respect to non-discrimination, and secondly, to address the issue with a full-fledged programme, including but not limited to the countering of microsocial discrimination processes through specific policies. On the basis of a broad sketch of how some discrimination mechanisms are actually influencing decisions, that is, causing intended as well as unintended bias in Human Resources Management, I will argue that (...)
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  • Managers’ Moral Reasoning: Evidence from Large Indian Manufacturing Organisations.Manjit Monga - 2007 - Journal of Business Ethics 71 (2):179-194.
    Increased globalisation has also seen increased scrutiny of corporate behaviour by the communities. Clearly managers are under increased pressure from stakeholders not only to outperform their competitors, but also are expected to do so in an ethical manner. In order to act ethically an individual is expected to have a well-developed moral imagination and moral reasoning. Literature on ethical reasoning research indicates a positive relationship between higher levels of moral reasoning and ethical behaviour. This paper presents the findings of a (...)
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  • (1 other version)Intra‐firm transfer of best practices in moral reasoning: a conceptual framework.Subodh Kulkarni & Nagarajan Ramamoorthy - 2013 - Business Ethics: A European Review 23 (1):15-33.
    In this paper, we develop a conceptual framework of the intra-firm transfer of best practices in moral reasoning by integrating three streams of literature: internal knowledge transfer in strategic management, moral reasoning and epistemology in philosophy and business ethics, and leader–member exchange in human resource management. We propose that characteristics of moral reasoning (nature of moral knowledge, tacitness of moral reasoning and causal ambiguity), source characteristics (moral development of leaders), target characteristics (integrity capacity and moral development of subordinates), leader–member exchange (...)
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  • The Quest to improve the human condition: The first 1 500 articles published in journal of business ethics. [REVIEW]Denis Collins - 2000 - Journal of Business Ethics 26 (1):1 - 73.
    In 1999, the Journal of Business Ethics published its 1 500th article. This article commemorates the journal's quest "to improve the human condition" (Michalos, 1988, p. 1) with a summary and assessment of the first eighteen volumes. The first part provides an overview of JBE, highlighting the journal's growth, types of methodologies published, and the breadth of the field. The second part provides a detailed account of the quantitative research findings. Major research topics include (1) prevalence of ethical behavior, (2) (...)
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  • Organizational moral learning by spiritual hearts: a synthesis of organizational learning, Islamic and critical realist perspectives.Iznan Tarip - 2020 - Asian Journal of Business Ethics 9 (2):323-347.
    Learning and development are often linked in the organization studies literature. To understand the dynamics of organizational moral development, this paper utilizes the notion of organizational moral learning (OML). It is explored using three perspectives: organizational learning, Islamic and critical realist perspectives. The perspectives are then synthesized together to form a single framework, called the OML by ‘spiritual hearts’ framework. At the centre of the framework is the spiritual heart, the seat of profound understanding and moral consciousness. The heart plays (...)
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  • The Effects of Performance Rating, Leader–Member Exchange, Perceived Utility, and Organizational Justice on Performance Appraisal Satisfaction: Applying a Moral Judgment Perspective.Carrie Dusterhoff, J. Barton Cunningham & James N. MacGregor - 2014 - Journal of Business Ethics 119 (2):265-273.
    The performance appraisal process is increasingly seen as a key link between employee behaviour and an organization’s strategic objectives. Unfortunately, performance reviews often fail to change how people work, and dissatisfaction with the appraisal process has been associated with general job dissatisfaction, lower organizational commitment, and increased intentions to quit. Recent research has identified a number of factors related to reactions to performance appraisals in general and appraisal satisfaction in particular. Beyond the appraisal outcome itself, researchers have found that appraisal (...)
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  • Explaining amoral decision making: An external view of a human disaster. [REVIEW]Richard J. McKenna - 1996 - Journal of Business Ethics 15 (6):681 - 694.
    Quality of work life affects the quality of life. By applying amoral paradigms in decision making managers of business enterprises can cause a poor quality work life and reduce the quality of life. The explanation and prediction of ethical/unethical business behaviour should not always be attributed to individual managers, as it may result from strong culture and decision making systems. It is argued that the causes and the solutions to ethical dilemmas can often be found in a theory based on (...)
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  • Organizational Moral Learning: What, If Anything, Do Corporations Learn from NGO Critique?Heiko Spitzeck - 2009 - Journal of Business Ethics 88 (1):157-173.
    While organizational learning literature has generated significant insight into the effective and efficient achievement of organizational goals as well as to the modus of learning, it is currently unable to describe moral learning processes in organizations consistently. Corporations need to learn morally if they want to deal effectively with stakeholders criticizing their conduct. Nongovernmental organizations do not ask corporations to be more effective or efficient in what they do, but to become more responsible or to learn morally. Current research on (...)
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  • Ethics of justice and care in corporate crisis management.Sheldene Simola - 2003 - Journal of Business Ethics 46 (4):351 - 361.
    Despite the importance of ethics in corporate crisis management, they have received limited attention in the academic literature. This article contributes to the evolving conversation on ethics in crisis management by elucidating the ethics of "justice" and "care" and distinguishing between them. Examples of the two approaches are offered through consideration of cases in corporate crisis management, including the alleged glass contamination case faced by Gerber Products Company, and, the shooting tragedy at San Ysidro faced by McDonald''s Corporation. It is (...)
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  • Assessing the “Tone at the Top”: The Moral Reasoning of CEOs in the Automobile Industry.James Weber - 2010 - Journal of Business Ethics 92 (2):167-182.
    Relying on an expanded view of leadership and the moral reasoning framework developed by Lawrence Kohlberg (1981), this study explores the moral reasoning of the chief executive officers at the 11 largest automobile manufacturers in the world. Using the CEO's letter to their stakeholders found in the organizations' annual social responsibility reports, the CEOs' moral reasoning is compared to other managers' moral reasoning, and the moral reasoning exhibited within the CEO group is analyzed for differences due to regional location. Contrary (...)
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  • Beyond the Stalemate of Economics versus Ethics: Corporate Social Responsibility and the Discourse of the Organizational Self.Michaela Driver - 2006 - Journal of Business Ethics 66 (4):337-356.
    The purpose of this paper is to advance research on CSR beyond the stalemate of economic versus ethical models by providing an alternative perspective integrating existing views and allowing for more shared dialog and research in the field. It is suggested that we move beyond making a normative case for ethical models and practices of CSR by moving beyond the question of how to manage organizational self-interest toward the question of how accurate current conceptions of the organizational self seem to (...)
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  • From an implicit Christian corporate culture to a structured conception of corporate ethical responsibility in a retail company: A case-study in hermeneutic ethics. [REVIEW]Geert Demuijnck - 2009 - Journal of Business Ethics 84 (S3):387-404.
    This article presents a qualitative research about the way in which business leaders of a retail company gradually clarify the ethical responsibilities of their company – in an ongoing discussion of particular cases. It is based on 12 years of experience as an external member of the ethics committee. The aim of the article is not so much as to evaluate the different single decisions that were made and implemented to make the company meet high ethical standards, but rather to (...)
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  • Moral reasoning and ethical climate: Not-for-profit vs. for-profit boards of directors. [REVIEW]Holly Henderson Brower & Charles B. Shrader - 2000 - Journal of Business Ethics 26 (2):147 - 167.
    Utilizing Rest's moral development and Victor and Cullen's ethical climate surveys, we examine differences in moral reasoning and ethical climate between board members in the for-profit and not-for-profit sectors. Six for-profit corporations and seven not-for-profit corporations, all with base operations in a major midwestern state, participated in the study. We find that profit and not-for-profit boards may not differ in moral reasoning, but do exhibit different types of ethical climates. We also find that for-profit board members may utilize higher stages (...)
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  • Organizational moral learning by spiritual hearts: explorative cases from Brunei’s public sector.Iznan Tarip - 2023 - Asian Journal of Business Ethics 12 (2):513-533.
    Although there are several conceptions of organizational moral learning (OML), there is a need for more empirical studies. This study aims to provide illustrations of the dynamism of organizational moral learning by spiritual hearts (OML-SH), where OML and organizational immoral learning (OIL) are coupled antagonistically. Two OML-SH initiatives (i.e., the Quality Control Circle program and 100-hour training record system) within Brunei’s public sector are scrutinized to illustrate the dynamic process of OML-SH, spanning individual, group, and organizational levels. From the two (...)
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  • Rationalism and a Vygotskian Alternative to Business Ethics Education.David Ohreen - 2013 - Journal of Business Ethics Education 10:231-260.
    Studies have shown ethics education has not systematically improved the moral reasoning of business students and professionals and, therefore, its effectiveness should be seen as deeply questionable. Business ethics education has limited effect, in part, because it rests on rationalistic traditions within normative ethics, business theory, and cognitive psychology. Emphasis is usually placed on student’s rationally thinking about issues as a way of improving their critical analysis and reasoning skills. Yet by focusing primarily on its cognitive dimension, ethics education has (...)
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  • Corporate moral responsibility: What can we infer from our understanding of organisations? [REVIEW]Stephen Wilmot - 2001 - Journal of Business Ethics 30 (2):161 - 169.
    The question of corporate moral responsibility – whether corporate bodies can be held morally responsible for their actions – has been debated by a number of writers since the 1970s. This discussion is intended to add to that debate, and focuses for that purpose on our understanding of the organisation. Though the integrity of the organisation has been called into question by the postmodern view of organisations, that view does not necessarily rule out the attribution of corporate agency, any more (...)
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  • Forward looking or looking unaffordable? Utilising academic perspectives on corporate social responsibility to assess the factors influencing its adoption by business.Chris Mason & John Simmons - 2011 - Business Ethics: A European Review 20 (2):159-176.
    The paper demonstrates its ‘CSR at a tipping point’ thesis by juxtaposing views of corporate social responsibility (CSR) as essential for business and societal sustainability against those that see CSR as unaffordable or irrelevant in the current economic climate. Drawing from Kohlberg's seminal theory of moral development, CSR is conceptualised as the development of organisation moral reasoning, and the proposition is illustrated by demonstrating inter-disciplinary similarities in levels of ethical concern within different approaches to the practice of marketing, human resource (...)
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  • The organizational context for moral development: Questions of power and access. [REVIEW]Patrick Maclagan - 1996 - Journal of Business Ethics 15 (6):645 - 654.
    In this article it is argued that much research into processes of moral learning and development in organisations has been conducted under somewhat controlled conditions, and that these do not permit testing of individuals' thought and action under more extreme circumstances. Therefore in practice one needs to acknowledge the effect of the actual organisational context. Three aspects or issues concerning the effect of this context on interventions are identified: first, systemic factors, especially corporate culture, impact on individual behaviour; second, consultants (...)
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  • An Integrational Framework of Organizational Moral Development, Legitimacy, and Corporate Responsibility: A Longitudinal, Intersectoral Analysis of Citizenship Reports.Gabriella Lewis, Sergio Palacios & Marcus A. Valenzuela - 2016 - Business and Society Review 121 (4):593-623.
    In this article, we outline a unique conceptual framework connecting legitimacy types (Suchman, 1995), theories of corporate responsibility (Brummer, 1991), and levels of organizational moral development based on Kohlberg's (1971) moral development stages. In addition, based on Global Reporting Initiative (GRI) categories, we found empirical support for our framework, by content analyzing Fortune 500 corporate citizenship reports from four different industries (i.e., chemicals, motor vehicle/auto parts, pharmaceutical, and utilities), at three data points (i.e., 2002, 2007, and 2012). Our analysis indicates (...)
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