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  1. Business ethics: A helpful hybrid in search of integrity.Edmund F. Byrne - 2002 - Journal of Business Ethics 37 (2):121 - 133.
    What sort of connection is there between business ethics and philosophy? The answer given here: a weak one, but it may be getting stronger. Comparatively few business ethics articles are structurally dependent on mainstream academic philosophy or on such sub-specialities thereof as normative ethics, moral theory, and social and political philosophy. Examining articles recently published in the Journal of Business Ethics that declare some dependence, the author finds that such declarations often constitute only a pro forma gesture which could be (...)
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  • A dynamic stakeholder model: An Other‐oriented ethical approach.Akram Hatami & Naser Firoozi - 2019 - Business Ethics: A European Review 28 (3):349-360.
    Business Ethics: A European Review, EarlyView.
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  • Rorty, Caputo and business ethics without metaphysics: ethical theories as normative narratives.Andrew Gustafson - 2010 - Business Ethics, the Environment and Responsibility 19 (2):140-153.
    Using the works of Richard Rorty and John Caputo, I want to suggest that we might be better off treating the traditional ethical theories of Kant, Mill, Aristotle and Hobbes as normative narratives rather than as justificatory schemes for moral decision making to be set up against one another. In a spirit akin to Husserl's ‘bracketing’ of metaphysics, when discussing ethical theories in business ethics, we can easily avoid metaphysics and use an approach that sees ethical theory as socially convincing (...)
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  • Constructing a Web.Stephanie A. Welcomer, Philip L. Cochran, Gordon Rands & Mark Haggerty - 2003 - Business and Society 42 (1):43-82.
    In this single industry study, the authors examine relationships between forest products companies in Maine and their stakeholders. The research question, why do firms work with stakeholders, is examined from both instrumental and normative perspectives. Specifically, it is hypothesized that stakeholder power and corporate social responsiveness affect the degree to which firms have working relationships with stakeholders. The study found support for the impact of the firm’s perception of stakeholder power on the strength of its relationships with stakeholders. Most notably, (...)
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