Designing ethical organizations: Avoiding the long-term negative effects of rewards and punishments [Book Review]
David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 56 (4):355 - 370 (2005)
Ethics researchers advise managers of organizations to link rewards and punishments to ethical and unethical behavior, respectively. We build on prior research maintaining that organizations operate at Kohlbergs stages of moral reasoning, and explain how the over-reliance on rewards and punishments encourages employees to operate at Kohlbergs lowest stages of moral reasoning. We advocate designing organizations as ethical communities and relying on different assumptions about employees in order to foster ethical reasoning at higher levels. Characteristics associated with ethical communities are identified and AES Corporation and Semco S/A serve as examples of corporations exhibiting the design characteristics and assumptions of ethical organizations
|Keywords||Community ethical organizations ethics Kohlberg moral reasoning organization design rein-forcement theory|
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Citations of this work BETA
Nicole Andreoli & Joel Lefkowitz (2009). Individual and Organizational Antecedents of Misconduct in Organizations. Journal of Business Ethics 85 (3):309 - 332.
Shripad G. Pendse (2012). Ethical Hazards: A Motive, Means, and Opportunity Approach to Curbing Corporate Unethical Behavior. [REVIEW] Journal of Business Ethics 107 (3):265-279.
Subodh Kulkarni & Nagarajan Ramamoorthy (2014). Intra‐Firm Transfer of Best Practices in Moral Reasoning: A Conceptual Framework. Business Ethics: A European Review 23 (1):15-33.
B. Elango, Karen Paul, Sumit K. Kundu & Shishir K. Paudel (2010). Organizational Ethics, Individual Ethics, and Ethical Intentions in International Decision-Making. Journal of Business Ethics 97 (4):543 - 561.
Ralph W. Jackson, Charles M. Wood & James J. Zboja (2013). The Dissolution of Ethical Decision-Making in Organizations: A Comprehensive Review and Model. [REVIEW] Journal of Business Ethics 116 (2):233-250.
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