11 found
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David Ardagh [10]David W. Ardagh [1]
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Profile: David William Ardagh (Charles Sturt University)
  1. David Ardagh (2007). 9 The Ethical Basis for HRM Professionalism and Codes of Conduct. In Ashly Pinnington, Rob Macklin & Tom Campbell (eds.), Human Resource Management: Ethics and Employment. OUP Oxford 152.
     
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  2.  15
    David Ardagh (1990). The Immorality of Nuclear Deterrence. International Philosophical Quarterly 30 (3):343-358.
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  3.  30
    David W. Ardagh (1979). Aquinas On Happiness. New Scholasticism 53 (4):428-459.
  4.  16
    David Ardagh (2012). Presuppositions of Collective Moral Agency. Philosophy of Management 11 (2):5-28.
    This is the second of three papers with the overall title: “A Quasi-Personal Alternative to Some Anglo-American Pluralist Models of Organisations: Towards an Analysis of Corporate Self-Governance for Virtuous Organisations”.1 In the first paper, entitled: “Organisations as quasi-personal entities: from ‘governing’ of the self to organisational ‘self ’-governance: a Neo-Aristotelian quasi-personal model of organisations”, the artificial corporate analogue of a natural person sketched there, was said to have quasi-directive, quasi-operational and quasi-enabling/resource-provision capacities. Its use of these capacities following joint deliberation (...)
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  5.  2
    David Ardagh & Rob Macklin (1998). Ethics and the Human Resource Manager. Business and Professional Ethics Journal 17 (4):61-78.
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  6.  7
    David Ardagh (2011). A Quasi-Personal Alternative to Some Anglo-American Pluralist Models of Organisations. Philosophy of Management 10 (3):41-58.
    An organisation which operates without a ‘self-concept’ of its goals, authorised roles, governance procedures regarding sharing information, decisional powers and procedures, and distribution of benefits, or without continuous audit of its impact on its end-users, other players in the practice, and the state, does so at some ethical risk.This paper argues that a quasi-personal model of the collective ethical agency of organisations and states is helpful in suggesting some of these key areas which are liable to need careful organisational design (...)
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  7.  8
    David Ardagh (1999). Well-Being, Rule, and Conscience. Professional Ethics 7 (3/4):137-154.
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  8.  1
    David Ardagh (1999). Well-Being, Rule, and Conscience. Professional Ethics, a Multidisciplinary Journal 7 (3):137-154.
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  9. David Ardagh (2013). A Critique of Some Anglo-American Models of Collective Moral Agency in Business. Philosophy of Management 12 (3):5-25.
    The paper completes a trilogy of papers, under the title: “A Quasi-Personal Alternative to Some Anglo-American Pluralist Models of Organisations: Towards an Analysis of Corporate Self-Governance for Virtuous Organisations”. The first two papers of the three are published in Philosophy of Management, Volumes 10,3 and 11,2. This last paper argues that three dominant Anglo-American organisational theories which see themselves as “business ethics-friendly,” are less so than they seem. It will be argued they present obstacles to collective corporate moral agency. They (...)
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  10. David Ardagh (2000). Ethics, Empowerment, and Education: A Neo-Aristotelian Case for the Public Duty to Educate and Train. Australian Journal of Professional and Applied Ethics 2 (2).
     
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  11. David Ardagh (2004). The Professional Ideal and the Practises of Global Professional Service Businesses: Some Ongoing Tensions. Australian Journal of Professional and Applied Ethics 6 (2).
     
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