David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Ezio Di Nucci
Jonathan Jenkins Ichikawa
Jack Alan Reynolds
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Journal of Business Ethics 7 (10):725 - 733 (1988)
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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References found in this work BETA
Derek Parfit (1984). Reasons and Persons. Oxford University Press.
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Citations of this work BETA
W. Edward Stead, Dan L. Worrell & Jean Garner Stead (1990). An Integrative Model for Understanding and Managing Ethical Behavior in Business Organizations. Journal of Business Ethics 9 (3):233 - 242.
Ronald R. Sims (1992). The Challenge of Ethical Behavior in Organizations. Journal of Business Ethics 11 (7):505 - 513.
Ronald R. Sims (1991). The Institutionalization of Organizational Ethics. Journal of Business Ethics 10 (7):493 - 506.
Victor J. Callan (1992). Predicting Ethical Values and Training Needs in Ethics. Journal of Business Ethics 11 (10):761 - 769.
Sita C. Amba-Rao (1993). Multinational Corporate Social Responsibility, Ethics, Interactions and Third World Governments: An Agenda for the 1990s. [REVIEW] Journal of Business Ethics 12 (7):553 - 572.
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