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  1. Bruce Barry (forthcoming). The Cringing and the Craven: Freedom of Expression in, Around, and Beyond the Workplace. Business Ethics Quarterly.
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  2. Bruce Barry (2009). Managed Hearts and Wallets. Business Ethics Quarterly 19 (2):155-191.
    Increasing research attention to the ways that firms seek to influence the emotions of employees, consumers, and other stakeholders has not been accompanied by systematic attention to the ethical dimensions of emotion management. In this article we review and discuss research that informs the morality of influencing and regulating the emotions of others. What are the moral limits of the use of emotion as a management tool for shaping workplace behavior and influencing the thoughts and actions of consumers? Do the (...)
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  3. Ingrid Smithey Fulmer, Bruce Barry & D. Adam Long (2009). Lying and Smiling: Informational and Emotional Deception in Negotiation. [REVIEW] Journal of Business Ethics 88 (4):691 - 709.
    This study investigated attitudes toward the use of deception in negotiation, with particular attention to the distinction between deception regarding the informational elements of the interaction (e.g., lying about or misrepresenting needs or preferences) and deception about emotional elements (e.g., misrepresenting one's emotional state). We examined how individuals judge the relative ethical appropriateness of these alternative forms of deception, and how these judgments relate to negotiator performance and long-run reputation. Individuals viewed emotionally misleading tactics as more ethically appropriate to use (...)
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  4. Joshua E. Perry, Ilene N. Moore, Bruce Barry, Ellen Wright Clayton & Amanda R. Carrico (2009). The Ethical Health Lawyer: An Empirical Assessment of Moral Decision Making. Journal of Law, Medicine and Ethics 37 (3):461-475.
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  5. Bruce Barry (2007). The Cringing and The Craven. Business Ethics Quarterly 17 (2):263-296.
    Work is a place where many adults devote significant portions of their waking lives, but it is also a place where civil liberties,including freedom of speech, are significantly constrained. I examine the regulation and control of expressive activity in and around theworkplace from legal, managerial, and ethical perspectives. The focus of this article is on workplace freedom of expression: the ability to engage in acts of expression at or away from the workplace, on subjects related or unrelated to the workplace, (...)
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  6. Jason Stansbury & Bruce Barry (2007). Ethics Programs and The Paradox of Control. Business Ethics Quarterly 17 (2):239-261.
    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 (...)
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