This new edition includes a substantial postscript by the author, in which he responds to thirty years of discussion, criticism and further work in the field to ...

Aristotle's celebrated work setting forth his system of moral philosophy is preceded by a survey of his life, writings, and understanding of ethics.

The ancient Greek philosopher’s classic work on happiness and its roots in virtue and good character. How should we live? What is the importance of such qualities as courage, generosity, and wisdom? The man who would become one of the greatest influences on Western thinking about morality explores these questions and delves into topics such as practical reasoning, friendship, pleasure, and our role in society and government. This is a classic work on timeless topics, a gift from Aristotle to the (...) modern world. (shrink)

Discussions of loyalty in business typically assume that employees have a prima facieduty of loyalty to their companies, one that sometimes conflicts with other duties, such as the duty to blow the whistle in response to dangerous or unethical practices. Ronald Duska, however, denies the existence of any such duty. According to Duska, one does not have an duty of loyalty to a company, even a prima facieone, because companies are not proper objects of loyalty. He bases this conclusion on (...) two premises: first, that loyalty is appropriate only in relationships that demand self-sacrifice without expectation of reward, and second, that the employee-company relationship does not demand such sacrifice.In this paper I pose a dilemma for Duska. Briefly put: one can interpret Duska''s phrase relationships that demand self-sacrifice without expectation of reward" either narrowly or broadly. If one interprets it narrowly, then Duska''s first premise is false; if broadly, then his second premise is false. Either way, Duska''s argument is unsound. However, after rejecting his conclusion about loyalty in business, I go on to argue that Duska is right to deny that the duty of loyalty conflicts with the duty to blow the whistle. More generally, the paper is an attempt to elucidate the proper application of loyalty in business. (shrink)

Josiah Royce was born in California where he began his teaching career.

Normative theories of obligation, moral and nonmoral value, and meta-ethical issues and theories are considered.

Today's complex and decentralized organization gives rise to organizational needs for both loyalty and institutionalized whistle blowing. However, ethicists see a contradiction between both needs. This paper argues there is no such contradiction. It shows why earlier attempts to go beyond the dilemma are not satisfying. The solution proposed in this paper starts from an organizational perspective instead of an individual one. It does so by reframing the concept of loyalty into rational loyalty. This means that the object of loyalty (...) is not the physicality of an organization, but its corpus of explicit mission statement, goals, value statement and code of conduct. An implication is that organizations are – as their side of the duty of loyalty – obliged to institutionalize whistle blowing. (shrink)

Today's complex and decentralized organization gives rise to organizational needs for both loyalty and institutionalized whistle blowing. However, ethicists see a contradiction between both needs. This paper argues there is no such contradiction. It shows why earlier attempts to go beyond the dilemma are not satisfying. The solution proposed in this paper starts from an organizational perspective instead of an individual one. It does so by reframing the concept of loyalty into “rational loyalty”. This means that the object of loyalty (...) is not the physicality of an organization, but its corpus of explicit mission statement, goals, value statement and code of conduct. An implication is that organizations are – as their side of the duty of loyalty – obliged to institutionalize whistle blowing. (shrink)

This paper seeks to analyze and to motivate a trend toward virtue ethics and away from deontology in the business ethics account of organizational loyalty. Prevailing authors appeal to “transcendent” values (deontology), skepticism (there is no loyalty), or Aristotelianism (loyalty is seeking mutual self-interest). I argue that the “Aristotelian” view clears up the “egoist” difficulty with loyalty. Briefly, critics feel we must “transcend,” “replace,” “overcome” and most especially sacrifice self-interest on the altar of ethics and loyalty. I argue that few (...) things can be more ethical than loyalty to shared values. When a company and I both pursue the same value X, there becomes no difference between my seeking my best interest and my seeking the best interest of the company (and vice versa). Hence, the way out of the egoist difficulty with loyalty is seeing a company’s interests as my own (Aristotle’s third stage of friendship). (shrink)

Expectations and possibilities for employee loyalty are shifting rapidly, particularly in the for-profit sector. I explore the natureof employee loyalty to the organization, in particular, those elements of loyalty beyond the notion of the ethical demands of employeeloyalty. I consider the moral significance of loyalty for the employee and whether the development of ties of loyalty to the workorganization is in fact a good thing for the employee or for the employer. I argue that employees have a natural inclination to (...) extendloyalty to the organization and that organizations consequently have an obligation to make clear to employees the degree to which theorganization will recognize and reward employee loyalty. (shrink)

The last years of the 20th Century have been somewhat contradictory with respect to values like loyalty, trust or truthfulness. On the one hand, (often implicitly, but sometimes very explicitly), self-interest narrowly defined seems to be the dominant force in the business world, both in theory and in practice. On the other hand, alliances, networks and other forms of cooperation have shown that self-interest has to be at least "enlightened".The academic literature has reflected both points of view, but frequently in (...) an ambiguous way, since the concepts of loyalty and trust are somewhat elusive and equivocal. This paper attempts to analyze the concept of loyalty in depth, examining the different conceptions about the word that can be found in the literature. We begin by going to the management classics (specifically, Follett, Barnard and Simon), and we then turn to the anthropological approach of Pérez López (1993), with its built-in ethical analysis, and show how trust and loyalty are crucial to the development of organizations. We end by suggesting in what ways loyalty and trust can be created and fostered in organizations. (shrink)

Some recent discussions of corporate loyalty have found it misguided, while others see it as crucial for financial success. Thereis also disagreement over the nature of loyalty. This article analyzes the concept of loyalty, arguing that it is neither a duty nor a virtue(although it has overlaps with those categories), but a passion related to various virtues (and vices). Contrary to standard accounts ofcapitalism, loyalty does not necessarily oppose self-interest. Furthermore, corporations can and should be communities, andinsofar as they are, (...) they are proper objects for loyalty. If corporations are not communities, then loyalty to them cannot exist. (shrink)

Organisational politics can raise the problem of “dirty hands,” illustrated in this paper by an example drawn from a textbook on organisation theory. The initial question is whether the main character has different ethical and political obligations, but this leads on to the question to what extent we can distinguish various different categories of obligation. The example may be of special interest because of the importance of close personal relationship in organisational politics, which brings the dirty hands problem together with (...) the question to what extent friendships generate distinctive obligations. However, it is doubtful whether the allocation of obligations to different categories can be sustained in a useful way. It may be that we can put aside loyalty to an organisation, as a consideration which does not generate any distinctive obligation, but balancing other factors against one another may require the sort of judgment that has sometimes been called “political wisdom,” and sometimes “moral imagination.”. (shrink)

Neither employer expectations of loyalty, nor good treatment of employees by employers, nor employee appreciation of employers, nor the duty of nonmaleficence, nor the intention to be loyal, nor the duty not to act disloyally provide a basis for a moral or ethical duty of employee loyalty. However, in addition to the law, a pledge to be loyal can obligate one to be loyal. But if the specific content of such a pledge is unstated, the conduct required by the pledge (...) may be indefinite. Moreover, the content and implications of loyalty are fluid, varying from context to context. Consequently, there is only a limited basis for the thesis that employees owe loyalty to their employers. (shrink)

Loyalty within the firm, though praised by some, is criticized by others. An analysis of the historical and current significance of theconcept of loyalty can aid in both understanding its critics and responding to them. Loyalty in the business world is generallyunderstood in three ways: i) transactional retention, ii) sentimental attraction, and iii) willingness to commit oneself. In the third type,the commitment to adhere to a person, cause, or institution may contribute to human flourishing and therefore generate the humanvirtue of (...) loyalty. The human virtue of loyalty is as far from fanaticism as it is from the betrayal of legitimate commitments freely undertaken. As with all virtues, its content must be rationally determined. Loyalty thus understood enhances the humanity of both persons and business firms and contributes to heightened cohesion and cooperation within the firm. Moreover, according to some recent research, managing a business on the basis of loyalty can enhance economic results. (shrink)

Discussions of whistleblowing and employee loyalty usually assume either that the concept of loyalty is irrelevant to the issue or, more commonly, that whistleblowing involves a moral choice in which the loyalty that an employee owes an employer comes to be pitted against the employee''s responsibility to serve public interest. I argue that both these views are mistaken and propose a third view which sees whistleblowing as entirely compatible with employee loyalty.

The recent recession only adds to the widespread fear that loyalties in the business world are rapidly becoming obsolete. This article spells out some of the history that has put loyalty in jeopardy and some of the characteristics of this affecton. It gives reasons why it will not disappear from the workplace.The above analysis is then followed by a contrast between past and present motivations for work and a description of the workplace of the future according to three authors. Since (...) all of these address loyalty issues directly or indirectly, there follows an analysis of the new loyalties that can be anticipated or are beginning to emerge in the workplace and the role of the manager in managing these. The article concludes by placing these future loyalties within a framework inspired by Josiah Royce. (shrink)

ABSTRACT:Although business ethicists have theorized frequently about the virtues and vices of employee loyalty, the concept of loyalty remains loosely defined. In this article, we argue that viewing loyalty as a cognitive phenomenon—an attitude that resides in the mind of the individual—helps to clarify definitional inconsistencies, provides a finer-grained analysis of the concept, and sheds additional light on the ethical implications of loyalty in organizations. Specifically, we adopt the psychological contract perspective to analyze loyalty's cognitive dimensions, and treat loyalty as (...) an individual-level construction of perceived reciprocal obligations. Based upon this perspective, we present a three-tiered framework of loyalty that provides a psychologically informed definition of the concept, specifies the variety of obligation types that loyalty can imply, and anticipates the potential for asymmetrical loyalty configurations between employers and employees. We use the framework to articulate moral issues associated with both symmetrical and asymmetrical loyalty configurations and discuss the implications of the framework for theory and practice. (shrink)

ABSTRACT:Although business ethicists have theorized frequently about the virtues and vices of employee loyalty, the concept of loyalty remains loosely defined. In this article, we argue that viewing loyalty as a cognitive phenomenon—an attitude that resides in the mind of the individual—helps to clarify definitional inconsistencies, provides a finer-grained analysis of the concept, and sheds additional light on the ethical implications of loyalty in organizations. Specifically, we adopt the psychological contract perspective to analyze loyalty's cognitive dimensions, and treat loyalty as (...) an individual-level construction of perceived reciprocal obligations. Based upon this perspective, we present a three-tiered framework of loyalty that provides a psychologically informed definition of the concept, specifies the variety of obligation types that loyalty can imply, and anticipates the potential for asymmetrical loyalty configurations between employers and employees. We use the framework to articulate moral issues associated with both symmetrical and asymmetrical loyalty configurations and discuss the implications of the framework for theory and practice. (shrink)

Abstract:A complex organization is in effect a commons, which supervisory techniques cannot preserve from free riding. A corporate culture strong enough to create the requisite community-minded second-order desires and beliefs may be morally illegitimate. What morality requires is not local enforcement of foundational moral principles—a futile undertaking—but that the organization be a good community in that it permits the disaffected to exit, encourages reflective consideration of morality and the good life, and creates appropriate loyalty.

In this work, the author has fashioned out of the logical and linguistic theses of his earlier books a full-scale but readily intelligible account of moral argument.

. This article presents and examines four different reconstructions of Ronald Duska’s argument for the thesis that employees’ loyalty to their employers is misguided. One of them is the reconstruction presented by John Corvino in this journal. The remaining three revolve around, respectively, employers’ failure to reciprocate employees’ (attempts at) loyalty, the commercial character of employment, and the instrumental character of employment. The result of the examination is that the argument does not withstand scrutiny in any of the four reconstructions. (...) The failure of Duska’s argument, however, does not mean that employee loyalty is justified, because the burden of proof is on the defenders of the loyalty. Moreover, a different argument, which is also presented in the article, shows that the loyalty of most present-day employees to their employers is bound to be significantly limited, because of the radical changeability of corporations with publicly traded stock. (shrink)

Conceptualization and measurement of organizational commitment involve different dimensions that include economic, affective, as well as moral aspects labelled in the literature as: ‘continuance’, ‘affective’ and ‘normative’ commitment. This multidimensional framework emerges from the convergence of different research lines. Using Aristotle’s philosophical framework, that explicitly considers the role of the will in human commitment, it is proposed a rational explanation of the existence of mentioned dimensions in organizational commitment. Such a theoretical proposal may offer a more accurate definition of ‘affective (...) commitment’ that distinguishes feelings from rational judgments. The use of a philosophical explanation coherent with psychological findings also allows the discovery of a wider moral concept of ‘normative commitment’. (shrink)

Conceptualization and measurement of organizational commitment involve different dimensions that include economic, affective, as well as moral aspects labelled in the literature as: ‘continuance’, ‘affective’ and ‘normative’ commitment. This multidimensional framework emerges from the convergence of different research lines. Using Aristotle’s philosophical framework, that explicitly considers the role of the will in human commitment, it is proposed a rational explanation of the existence of mentioned dimensions in organizational commitment. Such a theoretical proposal may offer a more accurate definition of ‘affective (...) commitment’ that distinguishes feelings from rational judgments. The use of a philosophical explanation coherent with psychological findings also allows the discovery of a wider moral concept of ‘normative commitment’. (shrink)

The papers by Mele, Randels, and Schrag call attention to the proper work that the concept of loyalty can perform. All threeauthors argue that loyalty is not taken seriously enough in modern corporations. As Mele, Randels, and Schrag independently ascribespecial status to the concept of loyalty, their analyses converge along numerous conceptual margins. Along these margins, a singularconception of loyalty comes into focus. Along these margins, we can see Simultaneously why each author assigns extraordinary status to loyalty and why, ironically, (...) each turns the special concept of loyalty over to the service of conventional management thinking. Mele,Randels, and Schrag leave it for us to ponder whether this ironic twist is unique to the concept of loyalty. (shrink)

Disloyalty is always a vice, but loyalty is not always a virtue, so ethical management should not seek simply whatever loyalty it can get. Loyalty can make it possible for us to trust each other, and, when it takes appropriate objects and does not take extreme or improper forms, it can lie at the heart of much of what makes life worthwhile. Hence, it is understandable that corporations and management seek loyalty despite the fact that it can so easily go (...) wrong. This paper deals with the issues of the grounds and objects of the employee loyalty that it is appropriate for management to seek. (shrink)

One can determine the nature of something by asking what it is for. For example one understands what a chair is when one understands it is for sitting on. This involves understanding its purpose. One type of corporation is the for-profit-corporation. This seems to indicate that this type of corporation, the business corporation, has as its purpose to make a profit. Is that as obvious as it first appears? The favorite way for philosophers to arrive at the "purpose" of anything (...) is to ask the question "Why?" But there are at least two answers to the question "Why"? when addressed to a social practice such as business. One might be asking for a psychological account (explanation) of "Why" a person does business, and this is primarily answered by discovering the motives behind business activity; or one might be asking for a justificatory reason (justification) for the practice – what purpose legitimates business as a human activity. These two answers are often conflated and thus the purpose of business is often considered to be answered by giving the psychological account of the self-interested profit-making motive. This paper will attempt to highlight the importance of making the distinction between motive and purpose clearly, show what confusions arise when the distinction is ignored, and hint at some of the structural philosophical reasons why the distinction got blurred in the first place. (shrink)

Extensive case studies, questionnaires, and problem-solving exercises make this an essential guide for business people.

The modernity and postmodernity debates of recent years have tended to direct attention towards frameworks of periodization, and away from the social and cultural processes currently at work in the world. This volume reverses the emphasis, to focus on modes of authority and identity, and to examine the roles which existing and new traditions may play in our epoch. It announces a new agenda for contemporary social theory, moving beyond current debates over (post)modernity. The contributors include Mark Poster, Richard Sennett, (...) Ulrich Beck, Margaret Archer, Mary Douglas and Thomas Luckmann. (shrink)

Frankl's elaboration of his theory that man's primary motvational force is the search for meaning.

Edwin Hartman argues that ethical principles should not derive from abstract theory, but from the real world of experience in organizations. He explains how ethical principles derive from what workers learn in their communities (firms), and that an ethical firm is one that creates the good life for the workers who contribute to its mission. His approach is based on the Aristotelian tradition of refined common sense, from recent work on collective action problems in organizations, and from social contract theory.

This text argues that justice is a virtue which everyone shares - a function of personal character and not just of government or economic planning. It uses examples from Plato to Ivan Boesky, to document how we live and how we feel.

Sabina Alkire shows how Nobel Prize-winning economist Amartya Sen's capability approach can be coherently---and practically---put to work in poverty reduction activities so that the voices and values of the poor matter. This provides economists, philosophers, theologians, and development practitioners with a way forward that addresses both theoretical and practical challenges.

Introduction: Doing the right thing -- Utilitarianism : Bentham and J.S. Mill -- Libertarianism -- John Locke -- Markets and morals -- Immanuel Kant -- John Rawls -- Affirmative action -- Aristotle -- Liberals and communitarians -- Conclusion: Reconnecting politics and morals.

The Eudemian Ethics is a major treatise on moral philosophy whose central concern is what makes life worth living. This is the first time it has been published in its entirety in any modern language. Anthony Kenny's fine translation is accompanied by a lucid introduction and explanatory notes.

In this book, I make use of an idea from economics to suggest how noble human tendencies might not only have survived the ruthless pressures of the material world, but actually have been nurtured by them.

Ethics in the world of business -- Welfare, rights, and justice -- Equality, liberty, and virtue -- Whistle-blowing -- Trade secrets and conflict of interest -- Privacy -- Discrimination and affirmative action -- Employment rights -- Occupational health and safety -- Marketing, advertising, and product safety -- Ethics in finance -- Corporate social responsibility -- Corporate governance and accountability -- International business ethics.