David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 15 (12):1275 - 1285 (1996)
There is a growing need to increase our understanding of ethical decision making in U.S. based organizations. The authors examine the complexity of creating uniform ethical standards even when the meaning of ethical behavior is being debated. The nature of these controversies are considered, and three important dimensions for ethical decision making are discussed: leaders with integrity and a strong sense of social responsibility, organization cultures that foster dialogue and dissent, and organizations that are willing to reflect on and learn from their actions. Leaders with integrity demonstrate consistency between vision and action that promotes trust, regularly concern themselves with developing moral standards, and are proactive agents of change in an increasingly complex world. Organizational cultures that support dialogue suspend judgments and increase their capacity to think together towards new levels of understanding. Ethical concepts evolve in these organizational cultures, and actions are informed and responsible. Organizations that reflect on their actions engage in double loop learning so that the time taken to reflect on the past and present leads to a more judicious and ethical future. In essence, the authors point to organizational guidelines for ethical decision making that lead to an increase in members' capacity to think and act ethically.
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References found in this work BETA
Leonard J. Brooks (1989). Corporate Codes of Ethics. Journal of Business Ethics 8 (2-3):117 - 129.
James A. Waters (1988). Integrity Management. In Suresh Srivastva (ed.), Executive Integrity: The Search for High Human Values in Organizational Life. Jossey-Bass
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Suresh Srivastva (ed.) (1988). Executive Integrity: The Search for High Human Values in Organizational Life. Jossey-Bass.
Citations of this work BETA
Michael W. Grojean, Christian J. Resick, Marcus W. Dickson & D. Brent Smith (2004). Leaders, Values, and Organizational Climate: Examining Leadership Strategies for Establishing an Organizational Climate Regarding Ethics. [REVIEW] Journal of Business Ethics 55 (3):223 - 241.
Christian J. Resick, Gillian S. Martin, Mary A. Keating, Marcus W. Dickson, Ho Kwong Kwan & Chunyan Peng (2011). What Ethical Leadership Means to Me: Asian, American, and European Perspectives. [REVIEW] Journal of Business Ethics 101 (3):435-457.
Adam Barsky (2011). Investigating the Effects of Moral Disengagement and Participation on Unethical Work Behavior. Journal of Business Ethics 104 (1):59-75.
Michaela Driver (2006). Beyond the Stalemate of Economics Versus Ethics: Corporate Social Responsibility and the Discourse of the Organizational Self. [REVIEW] Journal of Business Ethics 66 (4):337 - 356.
David Pastoriza & Miguel A. Ariño (2013). Does the Ethical Leadership of Supervisors Generate Internal Social Capital? Journal of Business Ethics 118 (1):1-12.
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