David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Ezio Di Nucci
Jonathan Jenkins Ichikawa
Jack Alan Reynolds
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Journal of Business Ethics 77 (3):303 - 322 (2008)
It appears that in the 30 years that business ethics has been a discipline in its own right a model of business ethics has not been proffered. No one appears to have tried to explain the phenomenon known as ‚business ethics’ and the ways that we as a society interact with the concept, therefore, the authors have addressed this gap in the literature by proposing a model of business ethics that the authors hope will stimulate debate. The business ethics model consists of three principal components (i.e. expectations, perceptions and evaluations) that are interconnected by five sub-components (i.e. society expects; organizational values, norms and beliefs; outcomes; society evaluates; and reconnection). The introduced model makes a contribution to the creation of a conceptual framework for business ethics. A few tentative conclusions may be drawn from the introduced model of business ethics. The model aspires to be highly dynamic. The ultimate outcome is dependent upon the evolution of time and contexts. It is also dependent upon and provides reference to the behaviours and perceptions of people. The model proposes business ethics to be a continuous and an iterative process. There is no actual end of the process, but a constant reconnection to the initiation of successive process iterations of the business ethics model. The principals and sub-components of the model construct the dynamics of this continuous process. They provide guidance on what and how to explore our common efforts to understand the phenomenon known as business ethics. The model provides opportunities for further research in the field of business ethics.
|Keywords||model of business ethics conceptual framework|
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References found in this work BETA
Ronald R. Sims & Johannes Brinkmann (2003). Enron Ethics (Or: Culture Matters More Than Codes). [REVIEW] Journal of Business Ethics 45 (3):243 - 256.
Brenda E. Joyner & Dinah Payne (2002). Evolution and Implementation: A Study of Values, Business Ethics and Corporate Social Responsibility. [REVIEW] Journal of Business Ethics 41 (4):297 - 311.
Thomas L. Carson (2003). Self-Interest and Business Ethics: Some Lessons of the Recent Corporate Scandals. [REVIEW] Journal of Business Ethics 43 (4):389 - 394.
David Campbell, Geoff Moore & Matthias Metzger (2002). Corporate Philanthropy in the U.K. 1985–2000 Some Empirical Findings. Journal of Business Ethics 39 (1-2):29 - 41.
Marie McKendall, Beverly DeMarr & Catherine Jones-Rikkers (2002). Ethical Compliance Programs and Corporate Illegality: Testing the Assumptions of the Corporate Sentencing Guidelines. [REVIEW] Journal of Business Ethics 37 (4):367 - 383.
Citations of this work BETA
Sean Valentine, Lynn Godkin & Philip E. Varca (2010). Role Conflict, Mindfulness, and Organizational Ethics in an Education-Based Healthcare Institution. Journal of Business Ethics 94 (3):455 - 469.
W. Fourie (2012). Expanded Ethics: Developing a Macroethical Perspective for Multinational Companies in South Africa. African Journal of Business Ethics 6 (2):99.
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