David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Ezio Di Nucci
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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Danielle E. Warren, Joseph P. Gaspar & William S. Laufer (2014). Is Formal Ethics Training Merely Cosmetic? A Study of Ethics Training and Ethical Organizational Culture. Business Ethics Quarterly 24 (1):85-117.
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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.
Jang B. Singh (2011). Changes and Trends in Canadian Corporate Ethics Programs. Business and Society Review 116 (2):257-276.
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