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  1. Practical Wisdom and Business Ethics.Dennis J. Moberg - 2007 - Business Ethics Quarterly 17 (3):535-561.
    ABSTRACT:Practical wisdom has received scant attention in business ethics. Defined as a disposition toward cleverness in crafting morally excellent responses to, or in anticipation of, challenging particularities, practical wisdom has four psychological components: knowledge, emotion, thinking, and motivation. People's experience, reflection, and inspiration are theorized to determine their capacity for practical wisdom-related performance. Enhanced by their abilities to engage in moral imagination, systems thinking, and ethical reframing, this capacity is realized in the form of wisdom-related performance. This can be manifested (...)
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  • Seek the Good Life, not Money: The Aristotelian Approach to Business Ethics.George Bragues - 2006 - Journal of Business Ethics 67 (4):341-357.
    Nothing is more common in moral debates than to invoke the names of great thinkers from the past. Business ethics is no exception. Yet insofar as business ethicists have tended to simply mine abstract formulas from the past, they have missed out on the potential intellectual gains in meticulously exploring the philosophic tradition. This paper seeks to rectify this shortcoming by advocating a close reading of the so-called “great books,” beginning the process by focusing on Aristotle. The Nichomachean Ethics and (...)
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  • Wisdom Paradigms for the Enhancement of Ethical and Profitable Business Practices.Coy A. Jones - 2005 - Journal of Business Ethics 57 (4):363-375.
    . Many organizations continually search for new business models and ways to conduct business ethically, yet profitably. Kirk Cheyfitz (2003) proclaims that organizations should not waste time trying to create new business models because the rules of commerce never change. Instead of searching for new business models, organizations can improve business practices by looking at different paradigms or mental models for seeing how to build practices that lead to long-term success. The employment elements of wisdom as paradigms for developing sound (...)
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  • Character Strengths and Virtues: A Handbook and Classification.Christopher Peterson & Martin E. P. Seligman - 2004 - Oxford University Press USA.
    This groundbreaking handbook of character strengths and virtues is the first progress report from a prestigious group of researchers who have undertaken the systematic classification and measurement of widely valued positive traits. Character Strengths and Virtues classifies twenty-four specific strengths under six broad virtues that consistently emerge across history and culture. This book demands the attention of anyone interested in psychology and what it can teach about the good life.
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  • The Trouble with Transformational Leadership: Toward a Federalist Ethic for Organizations.Michael Keeley - 1995 - Business Ethics Quarterly 5 (1):67-96.
    Abstract:Popular media, communitarian writings, and recent management literature suggest that communities and organizations are rent by factional mischief: by individuals and groups who pursue their own selfish interests without regard for the common good. An emerging solution to this problem is “transformational” leadership, which seeks to refocus individuals’ attention on higher visions and collective goals. The dangers of such a solution were identified by James Madison at the Constitutional Convention of 1787; and mechanisms to thwart it were designed into the (...)
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  • Don't throw the baby out with the bath school! A reply to Collins and Yearley.Michel Callon & Bruno Latour - 1992 - In Andrew Pickering (ed.), Science as practice and culture. Chicago: University of Chicago Press. pp. 343--368.
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  • Corporate Psychopaths, Bullying and Unfair Supervision in the Workplace.Clive R. Boddy - 2011 - Journal of Business Ethics 100 (3):367 - 379.
    This article reports on empirical research that establishes strong, positive, and significant correlations between the ethical issues of bullying and unfair supervision in the workplace and the presence of Corporate Psychopaths. The main measure for bullying is identified as being the witnessing of the unfavorable treatment of others at work. Unfair supervision was measured by perceptions that an employee's supervisor was unfair and showed little interest in the feelings of subordinates. This article discusses the theoretical links between psychopathy and bullying (...)
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  • Abstract Knowledge and Reified Financial Innovation: Building Wisdom and Ethics Into Financial Innovation Networks.David Rooney, Tom Mandeville & Tim Kastelle - 2013 - Journal of Business Ethics 118 (3):447-459.
    This article argues that abstract knowledge in the form of formally developed theory plays an increasingly important role in the economy and in financial innovation in particular.knowledge is easily reified, and this is an aspect of knowledge work that is insufficiently researched. In this article, we problematize reification of abstract knowledge in financial innovation from wisdom, ethics, and social network analysis perspectives. This article, therefore, considers the composition and structures of financial innovation networks that help avoid reification by building ethicality (...)
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  • Laboratory Life: The construction of scientific facts.Bruno Latour & Steve Woolgar - 1986 - Princeton University Press.
    Chapter 1 FROM ORDER TO DISORDER 5 mins. John enters and goes into his office. He says something very quickly about having made a bad mistake. He had sent the review of a paper. . . . The rest of the sentence is inaudible. 5 mins.
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  • Wise Up: Creating Organizational Wisdom Through an Ethic of Kaitiakitanga. [REVIEW]Chellie Spiller, Edwina Pio, Lijijana Erakovic & Manuka Henare - 2011 - Journal of Business Ethics 104 (2):223-235.
    Organizations are searching for innovative business approaches that deliver profits and create shared value for all stakeholders. We show what can be learned from the relational wisdom approach of Indigenous Māori and reframe the prevailing economic argument that has seen companies profit and prosper at the expense of communities and ecologies. We develop an ethic of kaitiakitanga model premised on Māori values which holds the potential to enrich and further humanize our understanding of business. The Māori economy is a globally (...)
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  • What (and why) is positive psychology?Jonathan Haidt - unknown
    Positive psychology is the study of the conditions and processes that contribute to the flourishing or optimal functioning of people, groups, and institutions. In this brief introduction, the authors give examples of current work in positive psychology and try to explain why the positive psychology movement has grown so quickly in just 5 years. They suggest that it filled a need: It guided researchers to understudied phenomena. The authors close by addressing some criticisms and shortcomings of positive psychology, such as (...)
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  • How virtue fits within business ethics.J. Thomas Whetstone - 2001 - Journal of Business Ethics 33 (2):101 - 114.
    This paper proposes that managers add an attention to virtues and vices of human character as a full complement to moral reasoning according to a deontological focus on obligations to act and a teleological focus on consequences (a balanced tripartite approach). Even if the criticisms of virtue ethics cloud its use as a mononomic normative theory of justification, they do not refute the substantial benefits of applying a human character perspective – when done so in conjunction with also-imperfect act-oriented perspectives. (...)
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  • Perceived integrity of transformational leaders in organisational settings.Ken W. Parry & Sarah B. Proctor-Thomson - 2002 - Journal of Business Ethics 35 (2):75 - 96.
    The ethical nature of transformational leadership has been hotly debated. This debate is demonstrated in the range of descriptors that have been used to label transformational leaders including narcissistic, manipulative, and self-centred, but also ethical, just and effective. Therefore, the purpose of the present research was to address this issue directly by assessing the statistical relationship between perceived leader integrity and transformational leadership using the Perceived Leader Integrity Scale (PLIS) and the Multi-Factor Leadership Questionnaire (MLQ). In a national sample of (...)
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  • Institutionalization of organizational ethics through transformational leadership.Dawn S. Carlson & Pamela L. Perrewe - 1995 - Journal of Business Ethics 14 (10):829 - 838.
    Concerns regarding corporate ethics have grown steadily throughout the past decade. In order to remain competitive, many organizational leaders are faced with the challenge of creating an ethical environment within their organization. A model is presented showing the process and elements necessary for the institutionalization of organizational ethics. The transformational leadership style lends itself well to the creation of an ethical environment and is suggested as a means to facilitate the institutionalization of corporate ethics. Finally, the benefits of using transformational (...)
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  • Empirical assessment of a three-dimensional wisdom scale.Monika Ardelt - 2003 - Research on Aging 25 (3):275–324.
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  • Introducing Practical Wisdom in Business Schools.Esther Roca - 2008 - Journal of Business Ethics 82 (3):607-620.
    This article echoes those voices that demand new approaches and ‹senses’ for management education and business programs. Much of the article is focused on showing that the polemic about the educative model of business schools has moral and epistemological foundations and opens up the debate over the type of knowledge that practitioners need to possess in order to manage organizations, and how this knowledge can be taught in management programs. The article attempts to highlight the moral dimension of management through (...)
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  • Spiritual Leadership as a Paradigm for Organizational Transformation and Recovery from Extended Work Hours Cultures.Louis W. Fry & Melanie P. Cohen - 2009 - Journal of Business Ethics 84 (S2):265 - 278.
    Various explanations are offered to explain why employees increasingly work longer hours: the combined effects of technology and globalization; people are caught up in consumerism; and the "ideal worker norm," when professionals expect themselves and others to work longer hours. In this article, we propose that the processes of employer recruitment and selection, employee self-selection, cultural socialization, and reward systems help create extended work hours cultures (EWHC) that reinforce these trends. Moreover, we argue that EWHC organizations are becoming more prevalent (...)
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  • Mentoring and Practical Wisdom: Are Mentors Wiser or Just More Politically Skilled?Dennis Moberg - 2008 - Journal of Business Ethics 83 (4):835-843.
    Mentoring is a natural setting for senior employees to render ethics advice and consultation to junior employees. Two studies examined the question of whether those who mentor are more practically wise than those who do not. Although four different measures of practical wisdom were used, no differences were detected. However, mentors were shown to be more politically skilled than non-mentors.
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  • Mediation analysis.David P. MacKinnon, Amanda J. Fairchild & Matthew S. Fritz - manuscript
    Mediating variables are prominent in psychological theory and research. A mediating variable transmits the effect of an independent variable on a dependent variable. Differences between mediating variables and confounders, moderators, and covariates are outlined. Statistical methods to assess mediation and modern comprehensive approaches are described. Future directions for mediation analysis are discussed.
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  • Wisdom as expert knowledge system: a critical review of a contemporary operationalization of an ancient concept.Monika Ardelt - 2004 - Human Development 47 (5):257–85.
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