David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Oxford University Press (2004)
We live in a 'bimoral' society, in which people govern their lives by two contrasting sets of principles. On the one hand there are the principles associated with traditional morality. Although these allow a modicum of self-interest, their emphasis is on our duties and obligations to others: to treat people honestly and with respect, to treat them fairly and without prejudice, to help and are for them when needed, and ultimately, to put their needs above their own. On the other hand there are the principles associated with the entrepreneurial self-interest. These also impose obligations, but of a much more limited kind. Their emphasis is competitive rather than cooperative: to advance our own interests rather than to meet the needs of others. Both sets of principles have always been present in society but in recent years, traditional moral authorities have lost much of their force and the morality of self-interest has acquired a much greater social legitimacy, over a much wider field of behavior, than ever before. The result of this is that in many situations it is no longer at all apparent which set of principles should take precedence. In this book, John Hendry traces the cultural and historical origins of the 'bimoral' society have also led to new, more flexible forms of organizing, which have released people's entrepreneurial energies and significantly enhanced the creative capacities of business. Working within these organizations, however is fraught with moral tensions as obligations and self-interest conflict and managers are pulled in all sorts of different directions. Managing them successfully poses major new challenges of leadership, and 'moral' management, as the technical problem-solving that previously characterized managerial work is increasingly accomplished by technology and market mechanisms. The key role of management becomes the political and moral one of determining purposes and priorities, reconciling divergent interests, and nurturing trust in interpersonal relationships. Exploring these tensions and challenges, Hendry identifies new issues of contemporary management and puts recognized issues into context. He also explores the challenges posed for a post-traditional society as it seeks to regulate and govern an increasingly powerful and global business sector.
|Keywords||Business ethics Self-interest Social values Free enterprise Moral and ethical aspects Industrial management Moral and ethical aspects Organizational behavior Moral and ethical aspects Moral conditions|
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|Buy the book||$14.20 used (93% off) $48.85 new (22% off) $62.00 direct from Amazon Amazon page|
|Call number||HF5387.H464 2004|
|ISBN(s)||0199267553 0199268630 9780199268634|
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Citations of this work BETA
Christine Hemingway (2005). Personal Values As a Catalyst for Corporate Social Entrepreneurship. Journal of Business Ethics 60 (3):233-249.
Andrea Werner (2008). The Influence of Christian Identity on SME Owner–Managers' Conceptualisations of Business Practice. Journal of Business Ethics 82 (2):449 - 462.
Donald Nordberg (2012). Rules of the Game: Whose Value is Served When the Board Fires the Owners? Business Ethics 21 (3):298-309.
Eugene Z. Geh (2013). Retracted Article: The “Strong” Versus “Weak” Premise of Stakeholder Legitimacy and the Rhetorical Perspective of Diffusion. Journal of Business Ethics 113 (3):561-561.
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