David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Ezio Di Nucci
Jack Alan Reynolds
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Business Ethics Quarterly 8 (2):249-272 (1998)
This paper explores the moral responsibility a manager has toward a worker. The primary focus is upon those relationships whereworkers have been led to trust their managers. I argue that in such circumstances, models of the employment relationship based on rational self-interest fail to adequately describe the behavior of the actors. Rather, I show through case studies how trust operates in these environments to supercede pure, self-interested behavior. I then explore the moral implications of this finding relative to those managers who lead their workers to trust them. I make the claim that these managers cannot adequately discharge their moral obligations unless they take on positive moral obligations. I cast this responsibility as one of positive care for some portion of worker welfare and briefly discuss what this might mean in practice
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Citations of this work BETA
Marc A. Cohen & John Dienhart (2013). Moral and Amoral Conceptions of Trust, with an Application in Organizational Ethics. Journal of Business Ethics 112 (1):1-13.
Beverly Kracher, Cynthia L. Corritore & Susan Wiedenbeck (2005). A Foundation for Understanding Online Trust in Electronic Commerce. Journal of Information, Communication and Ethics in Society 3 (3):131-141.
Tara J. Radin, Martin Calkins & Carolyn Predmore (2007). New Challenges to Old Problems: Building Trust In E‐Marketing. Business and Society Review 112 (1):73-98.
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