David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 44 (1):49 - 59 (2003)
The last years of the 20th Century have been somewhat contradictory with respect to values like loyalty, trust or truthfulness. On the one hand, (often implicitly, but sometimes very explicitly), self-interest narrowly defined seems to be the dominant force in the business world, both in theory and in practice. On the other hand, alliances, networks and other forms of cooperation have shown that self-interest has to be at least "enlightened".The academic literature has reflected both points of view, but frequently in an ambiguous way, since the concepts of loyalty and trust are somewhat elusive and equivocal. This paper attempts to analyze the concept of loyalty in depth, examining the different conceptions about the word that can be found in the literature. We begin by going to the management classics (specifically, Follett, Barnard and Simon), and we then turn to the anthropological approach of Pérez López (1993), with its built-in ethical analysis, and show how trust and loyalty are crucial to the development of organizations. We end by suggesting in what ways loyalty and trust can be created and fostered in organizations.
|Keywords||business ethics ethical foundations of organization loyalty management theory motivation trust|
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Citations of this work BETA
Juan M. Elegido (2013). Does It Make Sense to Be a Loyal Employee? Journal of Business Ethics 116 (3):495-511.
David Pastoriza & Miguel A. Ariño (2013). Does the Ethical Leadership of Supervisors Generate Internal Social Capital? Journal of Business Ethics 118 (1):1-12.
Stephen Wilmot (2010). Health Professionals: How Much Employee Loyalty Should We Expect in a Privatising System? [REVIEW] Health Care Analysis 18 (1):1-16.
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