David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Ezio Di Nucci
Jack Alan Reynolds
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Journal of Business Ethics 16 (10):977-999 (1997)
How do we explain organized complexity in human affairs? The most common model explain s human organization as the outcome of rational design; order in human affairs arises from the intentions, plans, and orders of those in charge. For organizational complexity on vast scales, this model is insufficient, misleading, and potentially disastrous. An alternative model, based upon self-organization within complex systems, is developed and applied to the tobacco industry.Leaked documents and public testimony point to widespread distortion of information within the tobacco industry. The model developed herein describes such behaviors as emergent outcomes, not reducible to or sufficiently explained by individual fraud and deliberate deceit. Critics of the tobacco industry often fail to appreciate the role of self-organization in complex systems. They presume rational design. Consequently, they imply more intentional deceit, deliberate planning, and conspiracy than needed to explain the distortions that actually occurred
|Keywords||Philosophy Ethics Business Education Economic Growth Management|
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Citations of this work BETA
Yves Fassin (2009). Inconsistencies in Activists' Behaviours and the Ethics of Ngos. Journal of Business Ethics 90 (4):503 - 521.
David E. Bella, Jonathan B. King & David Kailin (2003). The Dark Side of Organizations and a Method to Reveal It. Emergence: Complexity and Organization 5 (3):66-82.
Yves Fassin (2009). Inconsistencies in Activists’ Behaviours and the Ethics of NGOs. Journal of Business Ethics 90 (4):503-521.
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