David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Business Ethics Quarterly 17 (2):239-261 (2007)
We analyze corporate ethics programs as control systems, arguing that how control is exercised may have pernicious consequencesand be morally problematic. In particular, the control cultivated by ethics programs may weaken employees’ ability and motivation toexercise their own moral judgment, especially in novel situations. We develop this argument first by examining how organization theorists analyze control as an instrument of management coordination, and by addressing the political implications of control. We discuss coercive and enabling control as variations that help account for the distinction between compliance-based ethics programs and values-based ethics programs. We then explore three potential drawbacks of ethics programs: the specter of indoctrination, a politicization of ethics, and an atrophy of competence. Ethics programs that rely on coercive control may undermine their own effectiveness at stemming misbehavior
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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.
Leslie E. Sekerka, Richard P. Bagozzi & Richard Charnigo (2009). Facing Ethical Challenges in the Workplace: Conceptualizing and Measuring Professional Moral Courage. [REVIEW] Journal of Business Ethics 89 (4):565 - 579.
Guido Palazzo & Lena Rethel (2008). Conflicts of Interest in Financial Intermediation. Journal of Business Ethics 81 (1):193 - 207.
Marc Vilanova, Josep Maria Lozano & Daniel Arenas (2009). Exploring the Nature of the Relationship Between CSR and Competitiveness. Journal of Business Ethics 87 (1):57 - 69.
Carla Masciocchi Messikomer & Carol Cabrey Cirka (2010). Constructing a Code of Ethics: An Experiential Case of a National Professional Organization. [REVIEW] Journal of Business Ethics 95 (1):55 - 71.
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