The paper examines the contribution of the French philosopher Michel Foucault to the subject of ethics in organizations. The paper combines an analysis of Foucault’s work on discipline and control, with an examination of his later work on the ethical subject and technologies of the self. Our paper argues that the work of the later Foucault provides an important contribution to business ethics theory, practice and pedagogy. We discuss how it offers an alternative avenue to traditional normative ethical theory that (...) both converges and diverges with other extant alternatives. By situating ethics as practices of the self, and by demonstrating the conditions under which freedom in organizations can be exercised, Foucault’s ethics attempt to connect an understanding and critique of power with a personal project of self. He therefore provides a theory of subjectivity that potentially informs a reshaping of contemporary virtue ethics theory, value-based management, and business ethics teaching. (shrink)

What ethical framework should be used as a basis for teaching business ethics? Should business ethics be taught by ethicists in a separate course, by business faculty in business courses, or perhaps by both? These are some of the issues this paper will address. The paper begins with a review of the literature concerning approaches to teaching business ethics. Next, some ethical frameworks for teaching business ethics are considered. Finally, the paper proposes that students should apply their own personal values (...) to business ethical issues in the classroom, thus providing future business leaders with a process for resolving ethical dilemmas. (shrink)

The purpose of this paper is to examine the various guidelines presented in the literature for instituting an ethics curriculum and to empirically study their effectiveness. Three questions are addressed concerning the trainability of ethics material and the proper integration and implementation of an ethics curriculum. An empirical study then tested the effect of ethics training on moral awareness and reasoning. The sample consisted of two business classes, one exposed to additional ethics curriculum (experimental), and one not exposed (control). For (...) the experimental group, ethics exercises and discussion relevant to each topic were completed. Findings suggested gender differences such that, relative to other groups, women in the experimental group showed significantly improved moral awareness and decision-making processes. An explanation of the underlying cognitive processes is presented to explain the gender effect. (shrink)

A case study provides the basis for consideration of the purpose of business ethics teaching, the importance of reflection and the evaluation of ethics teaching. The way in which personal reflection and an increased capacity for ethical action can be encouraged and openly identified as aims of the course is discussed. The paper considers changes in the design and delivery of the international management ethics and values course taught at the University of South Australia as part of the undergraduate management (...) degree in Australia, Singapore and Hong Kong. As a result of student and teaching staff responses, and course evaluations, the course design, teaching and assessment has moved steadily toward an aim which explicitly refers to behaviour, without losing the significant conceptual base. Ways in which opportunities can be provided to enhance the development of a reflective capability are considered, including narrative, role models, ethical reflection, journal-keeping and practice. The changes required a change in assessment practice. The difficulties of assessing intention and commitment to ethical action, whether in an individual course or across the curriculum, are discussed. (shrink)

Within a supportive learning environment, dialogue can allow for the identification and testing of assumptions and tacit beliefs. It can also illustrate the inadequacies in superficial thinking about ethical problems. Internal dialogue allows us to examine our beliefs, and to prepare and evaluate arguments. Each of these elements is important in the study of business ethics. This paper outlines one teaching technique based on Socratic dialogue, and shows how it can be applied to develop business students' thinking about ethics. After (...) justifying the suitability of this technique, and detailing its key elements, the paper offers for consideration an illustration of how the technique may be applied in a classroom setting, using structured role play. The paper concludes with a “teaching agenda”, offering suggestions for how this technique can be applied to teaching business ethics in an undergraduate, or postgraduate module, where it can examine language, structures and practices. (shrink)

Communication is crucial to the fulfillment of organizational members'' responsibilities. Bavelas et al. (1990) describe equivocation as nonstraightforward communication. It appears ambiguous, contradictory, obscure or even evasive. In their view, equivocation is a form of information control for the purpose of maintaining social relationships. It is avoidance; a response chosen when all other communication choices in the situation would lead to negative consequences.A critical role of accountants and other organizational members is the communication of results and activities to management. Professional (...) standards require that accountants be objective and unbiased reporters. If results are clearly reported to management, then costs associated with failed projects have the potential of being contained or minimized. The ethical communication choice for a failed project is a clear and fair representation. However, organizational members may choose to equivocate in order to maintain social relationships in the organizational environment. (shrink)

"Les uns avec les autres" : ni les “uns”, ni les “autres” ne sont premiers, mais seulement l’“avec” par lequel il y a des “uns” et des “autres”. L’“avec” est une détermination fondamentale de l’“être”. L’existence est essentiellement co-existence. Non seulement co-existence de “nous” (les hommes), mais de tous les étants (il faut de tout faire un “monde”). Être-avec, ou s’exposer les uns aux autres, les uns par les autres : rien à voir avec une “société du spectacle”, mais rien (...) à voir non plus avec une inexposable “authenticité". Nous? mais c'est nous-mêmes que nous attendons sans savoir si nous nous reconnaîtrons. (shrink)

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 (...) that Ilegitimately for the corporation, university based business ethicists must be willing to face up to parallel difficulties in the university generally and in the school of business in particular. (shrink)

Notoriously, Kierkegaard claims his project to be one of indirect communication. This paper considers the idea that Kierkegaard's distinction between direct and indirect communication is to be accounted for in terms of ambiguity. I begin by outlining the different claims Kierkegaard makes about his method, before examining the textual evidence for attributing such a distinction to him. I then turn to the work of Edward Mooney, who claims that the distinction between direct and indirect communication is to be drawn in (...) just this way. I argue that Mooney misinterprets the type of ambiguity Kierkegaard holds to be involved in indirect communication, and consequently ends up with an unsatisfactory account of Kierkegaard's method. Finally I seek to cast doubt on the very idea that ambiguity might do justice to the claims Kierkegaard makes about his project, and suggest that what is required to do so is a theological interpretation of his work. (shrink)

Kierkegaard's theory of pre-ethical, aesthetic, ethical, and religious spheres of moral reasoning was applied to the case of an individual rejected for promotion to full professor. The evaluators seemed to represent the public morality of the profession, assumed that they represented the highest level of moral reasoning, and judged that the candidate represented a private morality based on a lower level of moral reasoning. The article questioned the view that moral reasoning could be discerned from one's actions. It was paradoxical (...) that different spheres seemed to produce similar kinds of actions, though for differing reasons, making identification difficult. It was easy for the evaluators to confuse spheres representing private moralities and to conclude, based on the candidate's research record, that she/he was unsuitable for promotion. It was equally difficult for the candidate to discern whether the evaluators' moral reasoning represented the public morality of the profession, or a pre-ethical need by the evaluators to appear in solidarity with the public morality. This made it difficult for the candidate to know whether the evaluators' recommendations represented absolute standards that would be applied to any future re-application, or not. The article's contribution was the identification of different spheres of moral reasoning, the interactions between spheres, and the paradoxical indeterminacy of gauging moral reasoning from moral action. It supported Kierkegaard's view that the highest truth attainable by an individual was "an objective uncertainty" and that this truth was lost in self-deception when one claimed to have been able to solve the paradox. (shrink)

The significant influence of Ludwig Wittgenstein in social science is partly due to the central role played by the practical dimension, which is inherent in his philosophy. Nowadays, the latter is drawing strong interest in the academic community, in sociology, in management science as well as in business ethics, a field in which experts strive to establish an ethics opposed to any normativity, directly geared to managerial practices. However, the very same scholars who investigated this “practical turn” and who do (...) not fail to refer to Wittgenstein as a major philosophical source are hardly prolific about his work as a philosopher. Can the main Wittgensteinian concepts serve as a reliable theoretical basis on which to ground business ethics as a practice? To answer this question, we first analyse the relation between facts and values, between rule and practice. We then explore the converging elements existing in Wittgenstein’s philosophy as a quest for self-knowledge, before expounding the principles of what might constitute an approach to business ethics as practice. Lastly, we underscore the limitations of such an interpretation as well as to the need to go deeper into these tentative conclusions, both from an empirical and theoretical point of view. (shrink)

A case study provides the basis for consideration of the purpose of business ethics teaching, the importance of reflection and the evaluation of ethics teaching. The way in which personal reflection and an increased capacity for ethical action can be encouraged and openly identified as aims of the course is discussed. The paper considers changes in the design and delivery of the international management ethics and values course taught at the University of South Australia as part of the undergraduate management (...) degree in Australia, Singapore and Hong Kong. As a result of student and teaching staff responses, and course evaluations, the course design, teaching and assessment has moved steadily toward an aim which explicitly refers to behaviour, without losing the significant conceptual base. Ways in which opportunities can be provided to enhance the development of a reflective capability are considered, including narrative, role models, ethical reflection, journal‐keeping and practice. The changes required a change in assessment practice. The difficulties of assessing intention and commitment to ethical action, whether in an individual course or across the curriculum, are discussed. (shrink)

This paper provides an analysis of the dynamics of secrecy and the secrets business. Secrets are defined as bits of information that, for one reason or another, are kept hidden or controlled so as to elude attention, observation or comprehension. Three conceptual lenses — the micro-analytic focusing on self-deception, the social-psychological focusing on self-disclosure, and the macro-analytic focusing on public secrets — are probed. Secrecy at each of the three levels is revealed to be a janusfaced issue providing undeniable benefits (...) to Homo sapiens in their efforts to adapt to a changing world yet also creates undeniable problems. While secrecy provides the occasion for the demonstration of loyalty and intimacy, it also generates the conditions for exclusion and betrayal. The contemporary impulse to create public forums in which all is revealed, in which sunlight prevails, is too simple a panacea to those who use the topic of secrecy as an occasion to correct social, political and economic problems. (shrink)

Teachers and managers strive to be determining causes, leading those whom we instruct or supervise to act in some ways rather than others. If we are seeking to be causes, then we ought to admit our mission and monitor how well we are doing. Yet, instead of owning up to our failures, we hide behind claims such as “some students are unteachable because their habits are bad,” or “we have little time to affect our students who are being indoctrinated by (...) other business school professors to believe that narrow self-interest does and should rule the world.” Perhaps it is we who have failed our students, not the reverse. Examining our business ethics pedagogy is crucial because regulation is not by itself going to prevent future scandals. This paper presents three structures for teaching business ethics in a liberal arts, transformative way. While no pedagogy comes with a guarantee, these approaches at least have the potential to transform students because they force students to have “some skin in the game.”. (shrink)

The responses to the questions of why? when?, how?, where?, and in what ways? business ethics should be taught in the BusinessEthics classroom inundate the scholarly literature. Yet, to date, despite some very interesting ideas, with respect to the answers givento the above question, not only has nothing even close to consensus been reached, but this particular area of pedagogy is instagnation—authors still challenge both the very idea of teaching business ethics as well as the practical value of such courses (...) for ourstudents once they graduate to the corporate world.In this paper I will suggest that the reason for this lack of pedagogical progress is that there has been a serious oversight regarding the most important teaching question of all: Who? I will show that the pedagogical issue of whom should be teaching Business Ethics has been largely ignored, skirted or answered incorrectly. I will then boldly argue that the only necessary condition for successful courses inBusiness Ethics is that they be taught by experts in ethics, i.e., Ph.D.s in philosophy. (shrink)

ABSTRACT:Lateral hiring is the intentional action of one employer to identify, solicit, and hire an individual or group of employees currently employed by another firm, a practice often pejoratively labeled “poaching.” We use the method of critical genealogy to demonstrate that the norms that discourage lateral hiring are constructions used by powerful employers to control the turnover of their employees, making them subjects of their employer’s power rather than free and autonomous people in their own right. We suggest instead that (...) ethical responsibility for entertaining or rejecting lateral hiring offers rests with the focal employee(s). We conclude that the form and symmetry of loyalty between employees and their current employers are the determinants of the appropriateness of an employee’s decision to entertain and accept outside offers. These conclusions imply responsibilities for employers to forge (and employees to honor) symmetrical relational loyalty in the workplace, but not for alternate employers to refrain from making lateral hiring offers. (shrink)

Business ethics is once again a hot topic as examples of improper business practices that violate commonly accepted ethical norms are brought to our attention. With the increasing number of scandals business schools find themselves on the defensive in explaining what they are doing to help respond to the call to teach ‘‘more’’ business ethics. This paper focuses on two issues germane to business ethics teaching efforts: the ‘‘targeted output’’ goals of teaching business ethics and when in the curriculum business (...) ethics should be taught. (shrink)