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  1. Neil Remington Abramson (2007). The Leadership Archetype: A Jungian Analysis of Similarities Between Modern Leadership Theory and the Abraham Myth in the Judaic–Christian Tradition. [REVIEW] Journal of Business Ethics 72 (2):115 - 129.
    Archetypal psychology suggests the possibility of a leadership archetype representing the unconscious preferences of human beings as a species about the appropriate relationships between leaders and followers. Mythological analysis compared God’s leadership in the Abraham myth with modern visionary, ethical and situational leadership to find similarities reflecting continuities in human thinking about leadership over as long as 3600 years. God’s leadership behavior is very modern except that God is generally more relationship oriented. The leadership archetype that emerges is of a (...)
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  2. William E. Addison & Edward C. Simmel (1980). The Relationship Between Dominance and Leadership in a Flock of Ewes. Bulletin of the Psychonomic Society 15 (5):303-305.
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  3. John K. Alexander (2003). Pragmatic Decision Making. Philosophy of Management 3 (3):67-77.
    I was in manufacturing for over thirty years and a manager for nearly twenty-five. During that time it never occurred to me that the consequentialist, utilitarian framework I used was inadequate as a conceptual framework for making decisions to ensure organisational viability and success. The framework gave three criteria which enabled me to construct a rational approach to issues associated with my role as a manager:(i) to make product at the lowest possible cost so as to maximise the bottom line;(ii) (...)
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  4. John M. Alexander & Jane Buckingham (2011). Common Good Leadership in Business Management: An Ethical Model From the Indian Tradition. Business Ethics 20 (4):317-327.
    While dominant management thinking is steered by profit maximisation, this paper proposes that sustained organisational growth can best be stimulated by attention to the common good and the capacity of corporate leaders to create commitment to the common good. The leadership thinking of Kautilya and Ashoka embodies this principle. Both offer a common good approach, emphasising the leader's moral and legal responsibility for people's welfare, the robust interaction between the business community and the state, and the importance of moral training (...)
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  5. Mark Alfino, Business Failure and Corporate Managerial Responsibility.
    When businesses fail, their ability to honor agreements, uphold promises, and act on the higher ideals of their mission statements is often compromised. Following the ethical maxim that Aought implies can, @ business ethicists often grant that our practical obligations have to be understood against the backdrop of the relative scarcity or abundance of the business and social environment. Nothing brings on scarcity more dramatically than the total liquidation of a business =s assets. Bankruptcy protection and reorganization can, and probably (...)
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  6. Mark Alfino (1998). Traditional Vs. Information Management Theory. Journal of Information Ethics 7 (1):5-9.
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  7. Syed Othman Alhabshi (1998). Values-Based Leadership. In Mustapha bin Hj Nik Hassan (ed.), Values-Based Management: The Way Forward for the Next Millennium. Institute of Islamic Understanding Malaysia.
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  8. Bandar Alharthey & Amran Rasli (2012). The Use of Human Resource Management Systems in the Saudi Market. Asian Journal of Business Ethics 1 (2):163 - 176.
    Abstract The goal of the study was to investigate the current situation with Human Resources (HR) systems in the Saudi market on the basis of survey conducted among 100 organizations. Their HR and IT experts were to fill out a questionnaire that allowed receiving their expert opinion and make conclusions considering the HR systems usage in this country. In the course of the study, eight hypotheses were investigated and proved: the number of companies’ users of Human Resource Management (HRM) systems (...)
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  9. John Angelidis & Nabil A. Ibrahim (2011). The Impact of Emotional Intelligence on the Ethical Judgment of Managers. Journal of Business Ethics 99 (S1):111-119.
    In recent years there has been a substantial amount of research on emotional intelligence (EI) across a wide range of disciplines. Also, this term has been receiving increasing attention in the popular business press. This article extends previous research by seeking to determine whether there is a relationship between emotional intelligence and ethical judgment among practicing managers with respect to questions of ethical nature that can arise in their professional activity. It analyzes the results of a survey of 324 managers (...)
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  10. V. Araiza, María de Jesús & Francisco Javier Jardines Garza (2012). El Liderazgo Educativo y Las Competencias Tecnológicas Como Generadores Del Cambio (Educational Leadership and Technological Skills as Drivers of Change). Daena 7 (3):82-87.
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  11. J. Atcheson (2003). Leadership: Rudy Giuliani's Lessons From Life, Law, and 9/11. Journal of Thought 38 (1):77-80.
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  12. Robin Attfield (2001). To Do No Harm? The Precautionary Principle and Moral Values. Philosophy of Management 1 (3):11-20.
    From over 2000 years ago the ideal expressed in the Hippocratic Oath has encouraged doctors never knowingly to do harm: primum non nocere. Over 25 years ago the management writer Peter Drucker proposed it as the basis of a management ethic, ‘the right rule for the ethics managers need, the ethics of responsibility’. He argued then that the rule had wide scope encompassing for instance executive compensation, management rhetoric and the management of business impacts. In 2000 the United Nations Global (...)
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  13. Tommi P. Auvinen, Anna-Maija Lämsä, Teppo Sintonen & Tuomo Takala (2013). Leadership Manipulation and Ethics in Storytelling. Journal of Business Ethics 116 (2):415-431.
    This article focuses on exerting influence in leadership, namely manipulation in storytelling. Manipulation is usually considered an unethical approach to leadership. We will argue that manipulation is a more complex phenomenon than just an unethical way of acting in leadership. We will demonstrate through an empirical qualitative study that there are various types of manipulation through storytelling. This article makes a contribution to the literature on manipulation through leadership storytelling, offering a more systematic empirical analysis and a more nuanced view (...)
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  14. James B. Avey, Michael E. Palanski & Fred O. Walumbwa (2011). When Leadership Goes Unnoticed: The Moderating Role of Follower Self-Esteem on the Relationship Between Ethical Leadership and Follower Behavior. [REVIEW] Journal of Business Ethics 98 (4):573 - 582.
    The authors examined the effects of ethical leadership on follower organizational citizenship behavior (OCB) and deviant behavior. Drawing upon research related to the behavioral plasticity hypothesis, the authors examined a moderating role of follower self-esteem in these relationships. Results from a field study revealed that ethical leadership is positively related to follower OCB and negatively related to deviance. We found that these relationships are moderated by followers' self-esteem, such that the relationships between ethical leadership and OCB as well as between (...)
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  15. Mayowa T. Babalola, Jeroen Stouten & Martin Euwema (forthcoming). Frequent Change and Turnover Intention: The Moderating Role of Ethical Leadership. Journal of Business Ethics.
    In a multi-source study, we examine how frequent change interacts with ethical leadership to reduce turnover intentions. We argue that ethical leaders enhance employees’ state self-esteem, which explains the moderating effect of ethical leadership. Results from 124 employee-coworker-supervisor triads revealed that ethical leadership moderated the relationship between frequent change and turnover intention such that the relationship was positive only when ethical leadership was low. The moderating relationship could be shown to be mediated by employees’ state self-esteem.
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  16. Irving Babbitt (1926). Democracy and Leadership. Philosophical Review 35 (4):377-381.
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  17. Jürgen G. Backhaus (2003). Constitutional Causes for Technological Leadership: Why Europe? Knowledge, Technology and Policy 15 (4):61-80.
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  18. Loréa Baïada-Hirèche, Jean Pasquero & Jean-François Chanlat (2011). Managerial Responsibility as Negotiated Order: A Social Construction Perspective. Journal of Business Ethics 101 (S1):17-31.
    This article examines how employees form their perceptions of managerial responsibility in a concrete organizational setting. Drawing on negotiated order theory, it shows that these perceptions are the result of complex processes of social construction and negotiation, rather than the application of predetermined ethics models or norms. Employees’ perceptions appear to be unstable; they are subject to constant alterations, fluctuating with the organizational circumstances, and are likely to create considerable organizational perturbations, especially when managers make complex and ambiguous decisions. This (...)
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  19. Jèrôme Ballet & Aurèlie Carimentrand (2010). Fair Trade and the Depersonalization of Ethics. Journal of Business Ethics 92 (2):317 - 330.
    Fair Trade has changed considerably since its early days. In this article, we argue that these changes have led to a depersonalization of ethics, thus raising serious questions about the future of Fair Trade. In particular, the depersonalization of ethics which is seen to accompany the current changes has led to greater variety in the interpretations of Fair Trade. Hiding these divergences behind the labels is increasing the risk that the movement will lose its credibility.
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  20. Julian Barling, Amy Christie & Nick Turner (2008). Pseudo-Transformational Leadership: Towards the Development and Test of a Model. [REVIEW] Journal of Business Ethics 81 (4):851 - 861.
    We develop and test a model of pseudo-transformational leadership. Pseudo-transformational leadership (i.e., the unethical facet of transformational leadership) is manifested by a particular combination of transformational leadership behaviors (i.e., low idealized influence and high inspirational motivation), and is differentiated from both transformational leadership (i.e., high idealized influence and high inspirational motivation) and laissez-faire (non)-leadership (i.e., low idealized influence and low inspirational motivation). Survey data from senior managers (N = 611) show differential outcomes of transformational, pseudo-transformational, and laissez-faire leadership. Possible (...)
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  21. David Barry (1999). Leadership Today: Can It Learn From an Ancient Rule? Australasian Catholic Record 76 (2):176.
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  22. Ken Baskin (2002). Review of Richard N. Knowles' The Leadership Dance: Pathways to Extraordinary Organizational Effectiveness. [REVIEW] Emergence 4 (4):98-100.
    (2002). Review of Richard N. Knowles' The Leadership Dance: Pathways to Extraordinary Organizational Effectiveness. Emergence: Vol. 4, No. 4, pp. 98-100. doi: 10.1207/S15327000EM0404_8.
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  23. Bernard M. Bass & Paul Steidlmeier (2006). Ethics, Character, and Authentic Transformational Leadership. Ethics 12:42.
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  24. Leonardo Becchetti & Marco Costantino (2010). Fair Trade in Italy: Too Much 'Movement' in the Shop? [REVIEW] Journal of Business Ethics 92 (2):181 - 203.
    We analyse the development of Fair Trade in Italy by examining its principles, structure, performance, dilemmas and potential solutions and identifying its main distinctive features. These lead us to develop a specifically Italian model. Fair Trade in Italy is younger than its more established North European counterparts and more focussed on broad social justice issues in addition to its concern to include marginalized producers. This normative difference has given rise to a social-economy-dominated value chain (with a partial corporate involvement uniquely (...)
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  25. Annika Beelitz & Doris M. Merkl-Davies (2012). Using Discourse to Restore Organisational Legitimacy: 'CEO-Speak' After an Incident in a German Nuclear Power Plant. [REVIEW] Journal of Business Ethics 108 (1):101-120.
    We analyse managerial discourse in corporate communication (‘CEO-speak’) during a 6-month period following a legitimacy-threatening event in the form of an incident in a German nuclear power plant. As discourses express specific stances expressed by a group of people who share particular beliefs and values, they constitute an important means of restoring organisational legitimacy when social rules and norms have been violated. Using an analytical framework based on legitimacy as a process of reciprocal sense-making and consisting of three levels of (...)
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  26. G. Beiles (2002). A Covenant of Commitment: Lessons and Characteristics of Mosaic Leadership. Journal of Thought 37 (1):37-52.
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  27. Ron Berger, Chong Ju Choi & Jai Boem Kim (2011). Responsible Leadership for Multinational Enterprises in Bottom of Pyramid Countries: The Knowledge of Local Managers. [REVIEW] Journal of Business Ethics 101 (4):553-561.
    The gulf between multinational enterprises’ focus on high income countries and the reality of 80% of the world living in developing, bottom of pyramid (Hahn, J Bus Ethics 84:313–324, 2009 ) economies could magnify the anti-globalisation movement and political backlashes in the twenty-first century. The global financial crisis of 2008 and 2009 has increased such social tensions throughout the world and creates greater challenges for, responsible leadership. In this conceptual article, the authors analyse the value and identity of local managers, (...)
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  28. C. P. Bhatta (2000). Leadership Values: Insights From Ashoka's Inscriptions. Journal of Human Values 6 (2):103-113.
    An attempt has been made in this article to re-examine the inscriptions of Ashoka, an ancient Indian king, who was a great leader, well known in history, who had the courage, confidence, vision and will to provide an administration based purely on genuine human values. As evidenced in his inscriptions, 'effective leadership' depends not on preaching moral values but on practising them, and modifying life and leadership styles accordingly. Ashoka believed that the success of a true leader is directly related (...)
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  29. L. M. Bhole (2001). Which Leadership Modet--Gandhian or Machiavellian? Journal of Human Values 7 (2):131-145.
    Many past and present events in the world clearly reflect the miserable failure of modern leadership across the globe. This has significantly contributed to the crisis of survival of humankind today. If humans and their environment are to survive, we need to search for the appropriate leadership model. To that effect this paper discusses the major tenets of the Gandhian and Machiavellian models of leadership in a comparative manner. The paper shows how and why the Gandhian model is admirable, attractive, (...)
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  30. Sarah A. Bigney, Mark Haggerty & Stephanie A. Welcomer (2010). Fair Trade's Sustainability. Proceedings of the International Association for Business and Society 21:158-162.
    This study examines the impact of Fair Trade on the sustainability of coffee growing. To examine sustainability we use an ethnographic approach, interviewingproducers and their associated buyers working in Fair Trade organizations in Chiapas Mexico. We focus on social, economic and ecological dimensions of the producers’ and buyers’ experience.
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  31. Michael Billig (2014). Kurt Lewin's Leadership Studies and His Legacy to Social Psychology: Is There Nothing as Practical as a Good Theory? Journal for the Theory of Social Behaviour 45 (1).
    This paper re-examines Kurt Lewin's classic leadership studies, using them as a concrete example to explore his wider legacy to social psychology. Lewin distinguished between advanced “Galileian” science, which was based on analysing particular examples, and backward “Aristotelian” science, which used statistical analyses. Close examination of the way Lewin wrote about the leadership studies reveals that he used the sort of binary, value-laden concepts that he criticised as “Aristotelian”. Such concepts, especially those of “democracy” and “autocracy”, affected the way that (...)
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  32. John Bishop (2007). Terry L. Price, Understanding Ethical Failures in Leadership. [REVIEW] Philosophy in Review 27:289-290.
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  33. John Douglas Bishop (2007). Terry L. Price, Understanding Ethical Failures in Leadership Reviewed By. Philosophy in Review 27 (4):289-290.
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  34. Jess Bonnan-White, Andrea Hightower & Ameena Issa (2013). Of Couscous and Occupation: A Case Study of Women's Motivations to Join and Participate in Palestinian Fair Trade Cooperatives. [REVIEW] Agriculture and Human Values 30 (3):337-350.
    Economic opportunities and the status of women are mediated by socio-political structural factors, as well as cultural-specific norms and patterns of behavior. As consumers (and, in many cases, regulators) of resources at the household level, women are integral to the analysis of economic and political development. This paper examines the role of motivation and perception on women’s participation in Palestinian Fair Trade projects. In the occupied Palestinian Territories, Fair Trade projects have been recently introduced by both international agencies and local (...)
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  35. Michael G. Bowen & F. Clark Power (1993). The Moral Manager. Business Ethics Quarterly 3 (2):97-115.
    For many, the case of the Exxon Valdez oil spill has become a symbol of unethical corporate behavior. Had Exxon’s managers not callously pursued their own interests at the expense of the environment and other parties, the accident would not have happened. In this paper, we (1) present a short case study of the Valdez incident; (2) argue that many analyses of the case either ignore or fail to give sufficient weight to the uncertainties managers often face when they make (...)
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  36. Teresa Brady (1994). The Obese. International Journal of Applied Philosophy 8 (2):23-28.
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  37. Mariusz Bratnicki, Aldona Fraczkiewicz & Rafal Kozlowski (2007). The Dialectics of Entrepreneurial Leadership. Toward a Dynamic Theory of Corporate Governance. Proceedings of the International Association for Business and Society 18:333-338.
    Dialectical contradictions influence organizational processes in distinct ways and create a unique dynamics in terms of leadership process in entrepreneurialorganizations. We integrate research from charismatic, transformational, and organizational literature, as well as entrepreneurship literature, to create a generalized model of entrepreneurial leadership that is descriptively robust and conceptually distinct from existing concepts. We focus specifically on visionary, transformational, and motivational contradictions of entrepreneurial leadership and conclude by discussing the implications of organizational reconciliation of these three contradictions for leadership research and (...)
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  38. Arnold Brecht (forthcoming). Constitutions and Leadership. Social Research.
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  39. Michael E. Brown & Marie S. Mitchell (2010). Ethical and Unethical Leadership. Business Ethics Quarterly 20 (4):583-616.
    The purpose of this article is to review literature that is relevant to the social scientific study of ethics and leadership, as well as outline areas for future study. We first discuss ethical leadership and then draw from emerging research on “dark side” organizational behavior to widen the boundaries of the review to include unethical leadership. Next, three emerging trends within the organizational behavior literature are proposed for a leadership and ethics research agenda: 1) emotions, 2) fit/congruence, and 3) identity/identification. (...)
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  40. R. L. Byyny (2013). Leadership for the Future. The Pharos of Alpha Omega Alpha-Honor Medical Society. Alpha Omega Alpha 76 (1):2.
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  41. R. L. Byyny (2011). AlphaOmegaAlpha and Leadership. The Pharos of Alpha Omega Alpha-Honor Medical Society. Alpha Omega Alpha 74 (4):1.
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  42. Cam Caldwell, Sheri J. Bischoff & Ranjan Karri (2002). The Four Umpires: A Paradigm for Ethical Leadership. [REVIEW] Journal of Business Ethics 36 (1-2):153 - 163.
    Theories of leadership have traditionally focused on leadership traits, styles, and situational factors that influence leader behaviors. We propose that The Four Umpires Model described herein, which examines how four leadership types view reality and perception, provides a useful example of an effective steward leader. We use the Five Beliefs Model identified by Edgar Schein and Peter Senge to frame the implicit assumptions underlying the core beliefs and mental models of each of the four umpires. We suggest that the stewardship (...)
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  43. Cam Caldwell, Linda A. Hayes, Patricia Bernal & Ranjan Karri (2008). Ethical Stewardship – Implications for Leadership and Trust. Journal of Business Ethics 78 (1-2):153 - 164.
    Great leaders are ethical stewards who generate high levels of commitment from followers. In this paper, we propose that perceptions about the trustworthiness of leader behaviors enable those leaders to be perceived as ethical stewards. We define ethical stewardship as the honoring of duties owed to employees, stakeholders, and society in the pursuit of long-term wealth creation. Our model of relationship between leadership behaviors, perceptions of trustworthiness, and the nature of ethical stewardship reinforces the importance of ethical governance in dealing (...)
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  44. Ani Casimir, Onah Nkechinyere, Canon Collins Ugwu & Maudline Okpara (2013). Philosophical Expositions of Leadership and Human Values in Catholic Social Teachings: Resolving Nigeria's Leadership Deficit and Underdevelopment. Open Journal of Philosophy 3 (3).
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  45. Ani Casimir, Onah Nkechinyere, RevCanon Collins Ugwu & Maudline Okpara (2013). Philosophical Expositions of Leadership and Human Values in Catholic Social Teachings: Resolving Nigeria's Leadership Deficit and Underdevelopment. Open Journal of Philosophy 3 (3):391-400.
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  46. S. K. Chakraborty (2001). Management and Ethics Omnibus: Management by Values, Ethics in Management, Values and Ethics for Organizations. Oup India.
    This omnibus comprises three outstanding books by Professor S.K. Chakraborty on the need for value-driven management and corporate ethics - "Management by Values", "Ethics in Management", and "Values and Ethics for Organizations".
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  47. Christopher C. A. Chan, Kenneth McBey & Brenda Scott-Ladd (2011). Ethical Leadership in Modern Employment Relationships: Lessons From St. Benedict. [REVIEW] Journal of Business Ethics 100 (2):221 - 228.
    Business ethics and leadership play an increasingly important role for contemporary organizations as employers and employees search for new ways to cope with ongoing changes in organizational environments. Research attention to date has focused upon how to improve process and structural configurations, while there has been scant attention devoted to an examination of the ethical and leadership perspective. This article breaks new ground by exploring the applicability of the Rule of St. Benedict (RSB) to modern employment relationships. A significant proportion (...)
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  48. Ashish Chandra & Andrew Sikula Sr (2002). Health Care Organization Managers Beware-Understand Your Ethical Constraints. Ethics and Behavior 12 (2):191-195.
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  49. Ashish Chandra & Andrew Sikula (2002). Health Care Organization Managers Beware-Understand Your Ethical Constraints. Ethics and Behavior 12 (2):191-195.
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  50. Andreas Chatzidakis, Sally Hibbert & Andrew P. Smith (2007). Why People Don't Take Their Concerns About Fair Trade to the Supermarket: The Role of Neutralisation. [REVIEW] Journal of Business Ethics 74 (1):89 - 100.
    This article explores how neutralisation can explain people's lack of commitment to buying Fair Trade (FT) products, even when they identify FT as an ethical concern. It examines the theoretical tenets of neutralisation theory and critically assesses its applicability to the purchase of FT products. Exploratory research provides illustrative examples of neutralisation techniques being used in the FT consumer context. A conceptual framework and research propositions delineate the role of neutralisation in explaining the attitude-behaviour discrepancies evident in relation to consumers' (...)
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