Coercion, guidance and mercifulness: The different influences of ethics programs on decision-making [Book Review]
David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Ezio Di Nucci
Jonathan Jenkins Ichikawa
Jack Alan Reynolds
Learn more about PhilPapers
Journal of Business Ethics 27 (1-2):33 - 42 (2000)
The development of an ethics program is a method frequently used for organising responsible behaviour within organisations. For such a program, certain preconditions have to be created in the structure, culture and strategy. In this organisational context, managers have to take their decisions in a responsible way. This process of decision-making, embedded in an ethics program, is the main focus of this article. Ethics programs often influence decision-making in a formal way; certain norms and types of behaviour are formalised and controlled within the organisation. Subsequently, individual managers have to infer the meaning of responsible behaviour from the demands laid down in the ethics program. Such a formal ethics program has some important advantages but the dangers of such an approach are often ignored. This article discusses both the advantages and disadvantages of a formal ethics program and adds two alternative ways of stimulating responsible behaviour in the organisation. In a monological approach the reflections of the decision makers on their own values are central in differentiating between right and wrong. In a dialogical approach, the communications between decision makers and other stakeholders involved are the foundations for determining a responsible solution. Because each approach is appropriate for certain issues, a well-chosen combination is justified. Such an ethics program should be strict on certain issues but leave room for reflection and interaction on other issues.
|Keywords||code of conduct ethical decision-making ethics program indoctrination of employees resistance|
|Categories||categorize this paper)|
Setup an account with your affiliations in order to access resources via your University's proxy server
Configure custom proxy (use this if your affiliation does not provide a proxy)
|Through your library|
References found in this work BETA
No references found.
Citations of this work BETA
Muel Kaptein (2009). Ethics Programs and Ethical Culture: A Next Step in Unraveling Their Multi-Faceted Relationship. [REVIEW] Journal of Business Ethics 89 (2):261 - 281.
Sean Valentine & Gary Fleischman (2008). Professional Ethical Standards, Corporate Social Responsibility, and the Perceived Role of Ethics and Social Responsibility. Journal of Business Ethics 82 (3):657 - 666.
Muel Kaptein (2009). Ethics Programs and Ethical Culture: A Next Step in Unraveling Their Multi-Faceted Relationship. Journal of Business Ethics 89 (2):261-281.
Sean Valentine & Gary Fleischman (2008). Professional Ethical Standards, Corporate Social Responsibility, and the Perceived Role of Ethics and Social Responsibility. Journal of Business Ethics 82 (3):657-666.
Andre Nijhof, Celeste Wilderom & Marlies Oost (2012). Professional and Institutional Morality: Building Ethics Programmes on the Dual Loyalty of Academic Professionals. Ethics and Education 7 (1):91 - 109.
Similar books and articles
Laura P. Hartman & Patricia H. Werhane (2009). A Modular Approach to Business Ethics Integration: At the Intersection of the Stand-Alone and the Integrated Approaches. [REVIEW] Journal of Business Ethics 90 (3):295 - 300.
Chris Robertson & Paul A. Fadil (1999). Ethical Decision Making in Multinational Organizations: A Culture-Based Model. [REVIEW] Journal of Business Ethics 19 (4):385 - 392.
Scott J. Vitell, Saviour L. Nwachukwu & James H. Barnes (1993). The Effects of Culture on Ethical Decision-Making: An Application of Hofstede's Typology. [REVIEW] Journal of Business Ethics 12 (10):753 - 760.
David J. Fritzsche (1991). A Model of Decision-Making Incorporating Ethical Values. Journal of Business Ethics 10 (11):841 - 852.
S. Andrew Ostapski, John Oliver & Gaston T. Gonzalez (1996). The Legal and Ethical Components of Executive Decision-Making: A Course for Business Managers. [REVIEW] Journal of Business Ethics 15 (5):571 - 579.
Clare M. Pennino (2002). Is Decision Style Related to Moral Development Among Managers in the U.S.? Journal of Business Ethics 41 (4):337 - 347.
Kathie L. Pelletier & Michelle C. Bligh (2006). Rebounding From Corruption: Perceptions of Ethics Program Effectiveness in a Public Sector Organization. [REVIEW] Journal of Business Ethics 67 (4):359-374.
Johanna Kujala & Tarja Pietiläinen (2004). Female Managers' Ethical Decision-Making: A Multidimensional Approach. [REVIEW] Journal of Business Ethics 53 (1-2):153-163.
Stefan Seiler, Andreas Fischer & Sibylle A. Voegtli (2011). Developing Moral Decision-Making Competence: A Quasi-Experimental Intervention Study in the Swiss Armed Forces. Ethics and Behavior 21 (6):452 - 470.
Darrell Reeck & Jill A. Sharrard (1980). The Professional Ethics Course. Bioethics Quarterly 2 (2):112-117.
Added to index2009-01-28
Total downloads11 ( #326,525 of 1,934,650 )
Recent downloads (6 months)1 ( #434,272 of 1,934,650 )
How can I increase my downloads?