Since its inception, Stakeholder Management Capability (SMC) has constituted a powerful hermeneutic through which business organizations have understood and leveraged stakeholder relationships. On this model, achieving a high level of capability largely depends on managerial ability to effectively bargain with stakeholders and establish solidarity vis-à-vis the successful negotiation, implementation, and execution of "win–win" transactional exchanges. Against this account, it is rightly pointed out that a transactional explanation of stakeholder relationships, regarded by many as the bottom line for stakeholder management, fails (...) to provide managerial direction regarding how to resolve a variety of normative stakeholder claims that resist commoditization. In response to this issue, this paper has two overlapping goals. It seeks to elaborate a discourse theoretical approach to the problem by first drawing out Jurgen Habermas’ theory of communicative action and delineating the various types of rational discourse. Second, the paper attempts to present concrete implications for SMC relative to reshaping the contours of rational, process, and transactional analysis in light of central discourse theoretical conclusions. (shrink)

The term ‘sporting integrity’ is widely used in the normative assessment of sports. The term, however, suffers from a lack of conceptual precision. Alfred Archer’s ‘coherence-view’ of sporting integrity goes a long way to help clarify what ‘sporting integrity’ actually means and the specific institutional and individual obligations that it generates. Archer argues that ‘sporting integrity’ essentially means that the constraints athletes face ‘cohere’, in the sense of applying consistent inefficiencies between athletic competitors. For example, those who use performance enhancing (...) drugs are less constrained than those who do not use PEDs, and thus PED use undermines sporting integrity. This paper presents the argument that over and above competitive coherence, sporting integrity means living up to the ‘spirit’ or ‘ethos’ of a game. The implications of this view are that a sport could have ‘coherent’ competitive constraints and still lack sporting integrity; additionally, a sport could have ‘i... (shrink)

Whether an action is morally right depends upon the alternative acts available to the agent. Actualists hold that what an agent would actually do determines her moral obligations. Possibilists hold that what an agent could possibly do determines her moral obligations. Both views face compelling criticisms. Despite the fact that actualist and possibilist assumptions are at the heart of seminal arguments in business ethics, there has been no explicit discussion of actualism and possibilism in the business ethics literature. This paper (...) has two primary goals. First, it aims to rectify this omission by bringing to light the importance of the actualism/possibilism debate for business ethics through questions about the ethics of sweatshops. Second, it aims to make some progress in the sweatshop debate by examining and defending an alternative view, hybridism, and describing the moral and practical implications of hybridism for the sweatshop debate. (shrink)

“Collective impact problems” refer to situations where there is a collective harm or benefit, but where no single action seems to make a difference one way or the other. Collective impact problems arise when considering several pressing ethical issues in business, such as shareholder and consumer activism, business and climate change, factory farming and animal welfare, fair-trade and sweatshop labor, and corporate philanthropy. Unfortunately, business ethics textbooks do not explicitly deal with collective impact problems and, as such, students may be (...) lacking the theoretical and practical skills necessary to deal with issues of significant moral concern. This paper helps to address this gap by introducing the reader to some collective impact cases in business ethics, detailing the challenges that collective impact problems pose for consequentialist and non-consequentialists alike, and highlighting some of the promising pedagogical benefits of using collective impact cases in a business ethics class. (shrink)

Storsletten and Jakobsen (2015) try to integrate the instrumental, responsible, and spiritual positions in leadership studies with Kierkegaard’s aesthetic, ethical, and religious modes of existence. Their combination of leadership theory and Kierkegaardian thought, however, seems deeply problematic. In particular, the instrumental-aesthetic and responsible-ethical connections appear weak or at least significantly underdeveloped, and the spiritual-religious connection seems logically inconsistent.

Violence in sports is under intense public scrutiny. One hotly disputed issue concerns the acceptability of violent retaliation in sports, particular in the form of fighting in the National Hockey League. The question posed here is: Can fighting in the NHL be virtuous? Some think not, maintaining that fighting is undisciplined and ostensibly at odds with the virtues of good temper and justice. Contrary to this conclusion, this paper presents arguments that support the view that fighting in the NHL can (...) be virtuous and clearly and consistently action guiding if certain conditions are met. These conditions require that fighting as a practice helps to provide an education in the virtues, is reasonably safe, is good for the community of participants, and is part of a morally sensitive and progressive tradition and organizational structure. Yet in the end, while fighting in the NHL can be morally justified, recognizing and instilling the virtues of a good fight would require some rather significant formal.. (shrink)

Although Business Ethics has become a topic of wide discussion in both academia and the corporate world, questions remain as how to present ethical issues in a manner that will effectively influence the decisions and behavior of business employees. In this paper we argue that the Federal Sentencing Guidelines (FSG) offer a unique opportunity for bridging the gap between the theory and practice of business ethics. We first explain what the FSG are and how they apply to organizations. We then (...) show how discussions of the FSG might be used in business ethics courses in a way that is both theoretically sound and practically applicable. Finally, we show how the requirements of the FSG can be used by companies to develop effective ethical compliance programs. As such, we maintain that the FSG provide a powerful heuristic tool for the teaching and training of business ethics. (shrink)