David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 3 (2):153 - 161 (1984)
On the basis of the Weber, Jaspers, and Arendt style ‘ideal types’ of the manager as Eichmann, Richard III, and Faust it is explained how under strong organizational pressures to obey orders and further organizational ends, different types of managers cooperate with organization behavior that harms people. On the basis of Arendt's and Tillich's action philosophies, the manager as Institution Citizen with the courage to be both as oneself and as a part is presented as alternative, contrast, and resistance model to the other ‘ideal types’, particularly to the Eichmann ‘ideal type’.
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References found in this work BETA
Hannah Arendt (1964). Eichmann in Jerusalem: A Report on the Banality of Evil. Science and Society 28 (2):223-227.
Hannah Arendt (1981). The Life of the Mind. Harcourt Brace Jovanovich.
Karl Jaspers (1969). Philosophy. Chicago, University of Chicago Press.
Paul Tillich (2000/1977). The Courage to Be. Yale University Press.
Paul Tillich (1980). The Socialist Decision. Studies in Soviet Thought 21 (1):105-108.
Citations of this work BETA
Richard P. Nielsen (1988). Limitations of Ethical Reasoning as an Action (Praxis) Strategy. Journal of Business Ethics 7 (10):725 - 733.
Richard P. Nielsen (1987). What Can Managers Do About Unethical Management? Journal of Business Ethics 6 (4):309 - 320.
Richard P. Nielsen (1989). Negotiating as an Ethics Action (Praxis) Strategy. Journal of Business Ethics 8 (5):383 - 390.
Renate R. Mai-Dalton (1987). The Experiences of One Faculty Member in a Business Ethics Seminar: What Can We Take Back to the Classroom? [REVIEW] Journal of Business Ethics 6 (7):509 - 511.
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