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  1. (1 other version)Applications of corporate social monitoring systems; types, dimensions, and goals.Karen Paul & Steven D. Lydenberg - 1992 - Journal of Business Ethics 11 (1):1 - 10.
    This article discusses the development and application of various types of corporate social monitoring systems. Boycotts are a relatively simple form of social monitoring system which aim to produce changes in corporate social behavior. Boycotts may be organized by a single group, or by a number of groups simultaneously. Rating systems may be organized around a single issue, such as the Sullivan Principles rating scheme, or may include multiple companies and multiple issues, such as shopping guides or ethical investment systems.Monitoring (...)
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  • Corporate moral responsibility and the moral audit: Challenges for refuse relief inc. [REVIEW]S. Andrew Ostapski & Camille N. Isaacs - 1992 - Journal of Business Ethics 11 (3):231 - 239.
    Much debate has occurred as to whether or not moral responsibility should be ascribed to corporate entities. The present study advances the theory that moral responsibility is a self-imposed or attributable aspect of corporate operations which extends beyond the parameters established by law.In this context, the corporation must consciously endeavor to discharge its moral responsibility to avoid, minimize, eliminate and compensate for the potential or actual harm which its operations cause. To achieve this objective, consideration is given to the establishment (...)
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  • An applied ethical analysis system in business.Alan Wong & Eugene Beckman - 1992 - Journal of Business Ethics 11 (3):173 - 178.
    Much of the discussion on business ethics is philosophical in nature. There is no lack of theories and ideals on moral reasoning. What is missing is translating these moral theories and principles into specific, operational procedures that can indicate a proper course of action. Although most business actions are routine and do not raise serious ethical questions, many people experience difficulty in applying their personal moral principles to specific business decisions in ethically-dilemmatic situations.This study seeks to develop a framework that (...)
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  • Adapting Kohlberg to Enhance the Assessment of Manager's Moral Reasoning.James Weber - 1991 - Business Ethics Quarterly 1 (3):293-318.
    This paper presents an adaptation of Lawrence Kohlberg's Moral Judgment Interview and Standard Issue Scoring method. The adaptation emphasizes four points: (1) a mixture of less familiar and more familiar moral dilemmas, (2) followup questions which probe managers' moral reasoning by focusing upon key organizational values, (3) the flexibility of utilizing either an oral or written interview method, and (4) a simpler, yet reliable, system for scoring the managers' responses and identifying their stage of moral reasoning. An empirical investigation found (...)
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  • Danger signs of unethical behavior: How to determine if your firm is at ethical risk.Robert Allan Cooke - 1991 - Journal of Business Ethics 10 (4):249 - 253.
    This paper is designed to do three things. First, it discusses some of the key trends in business ethics in the academic and corporate communities. Initiatives like the Arthur Andersen Business Ethics Program are noted. Secondly, the paper examines certain basic misconceptions about the field and concludes that the adage that good ethics is good business is still true. Finally, the paper highlights fourteen business attitudes or practices that may put a firm at ethical risk. For example, the paper discusses (...)
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  • Moral audit for diabco corporation.S. Andrew Ostapski & Donna G. Pressley - 1992 - Journal of Business Ethics 11 (1):71 - 80.
    Diabco Corporation, consisting of both domestic and international operations, aspires to be a world class company. Assumption of that status requires Diabco to develop a profile as a responsible member within the world community. Attributing morality to a corporation may seem somewhat inappropriate because it is merely an artificial entity. Yet, a corporation is only as ethical as its agents. At a minimum, Diabco must meet legal requirements, but the development of moral responsibility requires a conscious effort by all corporate (...)
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