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Limitations of ethical reasoning as an action (praxis) strategy

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Abstract

For both philosophers and managers, reasoning with ourselves and others can be used both as (1) a way of knowing what is ethical and (2) a way of acting to help ourselves, others and organizations behave ethically. However, for many of us, knowing is frequently not the same as acting. Four areas are addressed: (1) thirteen limitations of ethical reasoning as an action strategy; (2) how a better understanding of these limitations can strengthen ethical reasoning as an action strategy; (3) how an understanding of these limitations can serve as a conceptual foundation for exploring other ethical action strategies; and, (4) implications for experiential learning and teaching.

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Authors and Affiliations

  1. School of Management, Boston College, 214 Fulton Hall, 02167, Chestnut Hill, MA, USA

    Richard P. Nielsen

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  1. Richard P. Nielsen
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Additional information

Richard P. Nielsen is a Management Professor in the Department of Organizational Studies, School of Management, Boston College, Chestnut Hill, MA 02167. Related articles of his include ‘Toward an Action Philosophy for Managers Based on Arendt and Tillich’, Journal of Business Ethics, May 1984, ‘What Can Managers Do about Unethical Management’, Journal of Business Ethics, May 1987, and ‘Cooperative Strategy’, Strategic Management Journal 9, 1988.

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Nielsen, R.P. Limitations of ethical reasoning as an action (praxis) strategy. J Bus Ethics 7, 725–733 (1988). https://doi.org/10.1007/BF00411018

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