Search results for 'Decision Making' (try it on Scholar)

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  1.  18
    Decision Making (2012). S Hared Decision Making is Widely Accepted as an Ethical Imperative1–5 and as an Important Part of Reasoned Clinical Practice. 6 Major Texts in Decision Analysis, 7 Medical Ethics, 8 and Evidence-Based Medicine9 All Encourage Physicians to Include Patients in the Decision-Making Process. [REVIEW] In Stephen Holland (ed.), Arguing About Bioethics. Routledge 346.
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  2. Measuring Decision Making (2002). Emotion, Decision Making, and the Ventromedial Prefrontal Cortex. In Donald T. Stuss & Robert T. Knight (eds.), Principles of Frontal Lobe Function. Oxford University Press
     
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  3.  70
    Jana L. Craft (2013). A Review of the Empirical Ethical Decision-Making Literature: 2004–2011. [REVIEW] Journal of Business Ethics 117 (2):221-259.
    This review summarizes the research on ethical decision-making from 2004 to 2011. Eighty-four articles were published during this period, resulting in 357 findings. Individual findings are categorized by their application to individual variables, organizational variables, or the concept of moral intensity as developed by Jones :366–395, 1991). Rest’s four-step model for ethical decision-making is used to summarize findings by dependent variable—awareness, intent, judgment, and behavior. A discussion of findings in each category is provided in order to (...)
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  4. Michael J. O'Fallon & Kenneth D. Butterfield (2005). A Review of the Empirical Ethical Decision-Making Literature: 1996-2003. [REVIEW] Journal of Business Ethics 59 (4):375 - 413.
    This review summarizes and critiques the empirical ethical decision-making literature from 1996-2003. One hundred and seventy-four articles were published in top business journals during this period. Tables are included that summarize the findings by dependent variable - awareness, judgment, intent, and behavior. We compare this review with past reviews in order to draw conclusions regarding trends in the ethical decision-making literature and to surface directions for future research.
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  5.  27
    Mary Crossan, Daina Mazutis & Gerard Seijts (2013). In Search of Virtue: The Role of Virtues, Values and Character Strengths in Ethical Decision Making. Journal of Business Ethics 113 (4):567-581.
    We present a comprehensive model that integrates virtues, values, character strengths and ethical decision making (EDM). We describe how a largely consequentialist ethical framework has dominated most EDM scholarship to date. We suggest that reintroducing a virtue ethical perspective to existing EDM theories can help to illustrate deficiencies in existing decision-making models, and suggest that character strengths and motivational values can serve as natural bridges that link a virtue framework to EDM in organizations. In conjunction with (...)
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  6.  54
    Michael J. O’Fallon & Kenneth D. Butterfield (2005). A Review of The Empirical Ethical Decision-Making Literature: 1996–2003. [REVIEW] Journal of Business Ethics 59 (4):375-413.
    This review summarizes and critiques the empirical ethical decision-making literature from 1996–2003. One hundred and seventy-four articles were published in top business journals during this period. Tables are included that summarize the findings by dependent variable – awareness, judgment, intent, and behavior. We compare this review with past reviews in order to draw conclusions regarding trends in the ethical decision-making literature and to surface directions for future research.
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  7.  33
    Chase E. Thiel, Zhanna Bagdasarov, Lauren Harkrider, James F. Johnson & Michael D. Mumford (2012). Leader Ethical Decision-Making in Organizations: Strategies for Sensemaking. [REVIEW] Journal of Business Ethics 107 (1):49-64.
    Organizational leaders face environmental challenges and pressures that put them under ethical risk. Navigating this ethical risk is demanding given the dynamics of contemporary organizations. Traditional models of ethical decision-making (EDM) are an inadequate framework for understanding how leaders respond to ethical dilemmas under conditions of uncertainty and equivocality. Sensemaking models more accurately illustrate leader EDM and account for individual, social, and environmental constraints. Using the sensemaking approach as a foundation, previous EDM models are revised and extended to (...)
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  8. Bryan W. Husted & David B. Allen (2008). Toward a Model of Cross-Cultural Business Ethics: The Impact of Individualism and Collectivism on the Ethical Decision-Making Process. [REVIEW] Journal of Business Ethics 82 (2):293 - 305.
    In this paper, we explore the impact of individualism and collectivism on three basic aspects of ethical decision making - the perception of moral problems, moral reasoning, and behavior. We argue that the inclusion of business practices within the moral domain by the individual depends partly upon individualism and collectivism. We also propose a pluralistic approach to post-conventional moral judgment that includes developmental paths appropriate for individualist and collectivist cultures. Finally, we argue that the link between moral judgment (...)
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  9. David Fritzsche & E. Oz (2007). Personal Values' Influence on the Ethical Dimension of Decision Making. Journal of Business Ethics 75 (4):335 - 343.
    Personal values have long been associated with individual decision behavior. The role played by personal values in decision making within an organization is less clear. Past research has found that managers tend to respond to ethical dilemmas situationally. This study examines the relationship between personal values and the ethical dimension of decision making using Partial Least Squares (PLS) analysis. The study examines personal values as they relate to five types of ethical dilemmas. We found a (...)
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  10.  41
    Isaac Levi (1986). Hard Choices: Decision Making Under Unresolved Conflict. Cambridge University Press.
    In this book, Isaac Levi denies this assumption, arguing instead that agents often should choose without having balanced the competing values and that rationality does not require that an act be optimal, only that it be what Levi terms 'admissible'. He explains the consequences of denying this assumption, and develops a general approach to decision making under unresolved conflict. He investigates the phenomenon of conflicting values in several areas, in each of which he develops a framework for rational (...)
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  11. Jaana Woiceshyn (2011). A Model for Ethical Decision Making in Business: Reasoning, Intuition, and Rational Moral Principles. [REVIEW] Journal of Business Ethics 104 (3):311-323.
    How do business leaders make ethical decisions? Given the significant and wide-spread impact of business people’s decisions on multiple constituents, how they make decisions matters. Unethical decisions harm the decision makers themselves as well as others, whereas ethical decisions have the opposite effect. Based on data from a study on strategic decision making by 16 effective chief executive officers, I propose a model for ethical decision making in business in which reasoning and intuition interact through (...)
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  12.  56
    Greg E. Loviscky, Linda K. Treviño & Rick R. Jacobs (2007). Assessing Managers' Ethical Decision-Making: An Objective Measure of Managerial Moral Judgment. [REVIEW] Journal of Business Ethics 73 (3):263 - 285.
    Recent allegations of unethical decision-making by leaders in prominent business organizations have jeopardized the world’s confidence in American business. The purpose of this research was to develop a measure of managerial moral judgment that can be used in future research and managerial assessment. The measure was patterned after the Defining Issues Test, a widely used general measure of moral judgment. With content validity as the goal, we aimed to sample the domain of managerial ethical situations by establishing links (...)
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  13.  19
    Neal M. Ashkanasy, Carolyn A. Windsor & Linda K. Treviño (2006). Bad Apples in Bad Barrels Revisited: Cognitive Moral Development, Just World Beliefs, Rewards, and Ethical Decision-Making. Business Ethics Quarterly 16 (4):449-474.
    Abstract: In this study, we test the interactive effect on ethical decision-making of (1) personal characteristics, and (2) personal expectancies based on perceptions of organizational rewards and punishments. Personal characteristics studied were cognitive moral development and belief in a just world. Using an in-basket simulation, we found that exposure to reward system information influenced managers’ outcome expectancies. Further, outcome expectancies and belief in a just world interacted with managers’ cognitive moral development to influence managers’ ethical decision-making. (...)
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  14.  11
    B. Elango, Karen Paul, Sumit K. Kundu & Shishir K. Paudel (2010). Organizational Ethics, Individual Ethics, and Ethical Intentions in International Decision-Making. Journal of Business Ethics 97 (4):543 - 561.
    This study explores the impact of both individual ethics (IE) and organizational ethics (OE) on ethical intention (EI). Ethical intention, or the individual's intention to engage in ethical behavior, is useful as a dependent variable because it relates to behavior which can be an expression of values, but also is influenced by organizational and societal variables. The focus is on EI in international business decision-making, since the international context provides great latitude in making ethical decisions. Results demonstrate (...)
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  15.  59
    O. C. Ferrell (2013). Business Ethics: Ethical Decision Making and Cases. Houghton Mifflin Co.
    Providing a vibrant four-color design, market-leading BUSINESS ETHICS: ETHICAL DECISION MAKING AND CASES, Ninth Edition, thoroughly covers the complex environment in which managers confront ethical decision making. Using a proven managerial framework, this accessible, applied text addresses the overall concepts, processes, and best practices associated with successful business ethics programs--helping readers see how ethics can be integrated into key strategic business decisions. Thoroughly revised, the new ninth edition incorporates coverage of new legislation affecting business ethics, the (...)
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  16.  5
    Anusorn Singhapakdi, Scott J. Vitell, Dong-Jin Lee, Amiee Mellon Nisius & Grace B. Yu (2013). The Influence of Love of Money and Religiosity on Ethical Decision-Making in Marketing. Journal of Business Ethics 114 (1):183-191.
    The impact of “love of money” on different aspects of consumers’ ethical beliefs has been investigated by previous research. In this study we investigate the potential impact of “love of money” on a manager’s ethical decision-making in marketing. Another objective of the current study is to investigate the potential impacts of extrinsic and intrinsic religiosity on ethical marketing decision-making. We also include ethical judgments as an element of ethical decision-making. We found “love of money”, (...)
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  17.  32
    Iain A. Davies & Andrew Crane (2003). Ethical Decision Making in Fair Trade Companies. Journal of Business Ethics 45 (1-2):79 - 92.
    This paper reports on a study of ethical decision-making in a fair trade company. This can be seen to be a crucial arena for investigation since fair trade firms not only have a specific ethical mission in terms of helping growers out of poverty, but they tend to be perceived as (and are often marketed on the basis of) having an "ethical" image. Eschewing a straightforward test of extant ethical decision models, we adopt Thompson''s proposal for a (...)
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  18.  29
    William T. Ross & Diana C. Robertson (2003). A Typology of Situational Factors: Impact on Salesperson Decision-Making About Ethical Issues. [REVIEW] Journal of Business Ethics 46 (3):213 - 234.
    We explore two dimensions of situational factors expected to influence decision-making about ethical issues among sales representatives – universal vs. particular and direct vs. indirect. We argue that these distinctions are important theoretically, methodologically, and managerially. We test our hypotheses by means of a survey of 252 sales representatives. Our results confirm that considering universal and particular and direct and indirect situational factors contributes to our understanding of decision-making about ethical issues within a sales context, specifically (...)
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  19.  23
    Nicole E. Ruedy & Maurice E. Schweitzer (2010). In the Moment: The Effect of Mindfulness on Ethical Decision Making. [REVIEW] Journal of Business Ethics 95 (1):73 - 87.
    Many unethical decisions stem from a lack of awareness. In this article, we consider how mindfulness, an individual's awareness of his or her present experience, impacts ethical decision making. In our first study, we demonstrate that compared to individuals low in mindfulness, individuals high in mindfulness report that they are more likely to act ethically, are more likely to value upholding ethical standards (self-importance of moral identity, SMI), and are more likely to use a principled approach to ethical (...)
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  20.  15
    Zhanna Bagdasarov, Chase E. Thiel, James F. Johnson, Shane Connelly, Lauren N. Harkrider, Lynn D. Devenport & Michael D. Mumford (2013). Case-Based Ethics Instruction: The Influence of Contextual and Individual Factors in Case Content on Ethical Decision-Making. Science and Engineering Ethics 19 (3):1305-1322.
    Cases have been employed across multiple disciplines, including ethics education, as effective pedagogical tools. However, the benefit of case-based learning in the ethics domain varies across cases, suggesting that not all cases are equal in terms of pedagogical value. Indeed, case content appears to influence the extent to which cases promote learning and transfer. Consistent with this argument, the current study explored the influences of contextual and personal factors embedded in case content on ethical decision-making. Cases were manipulated (...)
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  21. Lars Sandman & Christian Munthe (2009). Shared Decision-Making and Patient Autonomy. Theoretical Medicine and Bioethics 30 (4):289-310.
    In patient-centred care, shared decision-making is advocated as the preferred form of medical decision-making. Shared decision-making is supported with reference to patient autonomy without abandoning the patient or giving up the possibility of influencing how the patient is benefited. It is, however, not transparent how shared decision-making is related to autonomy and, in effect, what support autonomy can give shared decision-making. In the article, different forms of shared decision-making (...)
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  22.  29
    Randi L. Sims & Thomas L. Keon (1999). Determinants of Ethical Decision Making: The Relationship of the Perceived Organizational Environment. [REVIEW] Journal of Business Ethics 19 (4):393 - 401.
    This study attempts to help explain the ethical decision making of individual employees by determining how the perceived organizational environment is related to that decision. A self- administered questionnaire design was used for gathering data in this study with a sample size of 245 full-time employees. Perceived supervisor expectation, formal policies, and informal policies were used to assess the expressed ethical decision of the respondents. The findings indicate that the perceived organizational environment is significantly related to (...)
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  23. Kristin Zeiler (2007). Shared Decision-Making, Gender and New Technologies. Medicine, Health Care and Philosophy 10 (3):279-287.
    Much discussion of decision-making processes in medicine has been patient-centred. It has been assumed that there is, most often, one patient. Less attention has been given to shared decision-making processes where two or more patients are involved. This article aims to contribute to this special area. What conditions need to be met if decision-making can be said to be shared? What is a shared decision-making process and what is a shared autonomous (...)-making process? Why make the distinction? Examples are drawn from the area of new reproductive medicine and clinical genetics. Possible gender-differences in shared decision-making are discussed. (shrink)
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  24.  15
    Chris Provis (2010). Virtuous Decision Making for Business Ethics. Journal of Business Ethics 91 (1):3 - 16.
    In recent years, increasing attention has been given to virtue ethics in business. Aristotle's thought is often seen as the basis of the virtue ethics tradition. For Aristotle, the idea of phronësis, or 'practical wisdom', lies at the foundation of ethics. Confucian ethics has notable similarities to Aristotelian virtue ethics, and may embody some similar ideas of practical wisdom. This article considers how ideas of moral judgment in these traditions are consistent with modern ideas about intuition in management decision (...)
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  25.  37
    Jeffrey M. Stibel, Itiel E. Dror & Talia Ben-Zeev (2009). The Collapsing Choice Theory: Dissociating Choice and Judgment in Decision Making. [REVIEW] Theory and Decision 66 (2):149-179.
    Decision making theory in general, and mental models in particular, associate judgment and choice. Decision choice follows probability estimates and errors in choice derive mainly from errors in judgment. In the studies reported here we use the Monty Hall dilemma to illustrate that judgment and choice do not always go together, and that such a dissociation can lead to better decision-making. Specifically, we demonstrate that in certain decision problems, exceeding working memory limitations can actually (...)
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  26.  36
    Jodi Halpern (2012). When Concretized Emotion-Belief Complexes Derail Decision-Making Capacity. Bioethics 26 (2):108-116.
    There is an important gap in philosophical, clinical and bioethical conceptions of decision-making capacity. These fields recognize that when traumatic life circumstances occur, people not only feel afraid and demoralized, but may develop catastrophic thinking and other beliefs that can lead to poor judgment. Yet there has been no articulation of the ways in which such beliefs may actually derail decision-making capacity. In particular, certain emotionally grounded beliefs are systematically unresponsive to evidence, and this can block (...)
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  27.  23
    Gül Özerol & Esra Karasakal (2008). A Parallel Between Regret Theory and Outranking Methods for Multicriteria Decision Making Under Imprecise Information. Theory and Decision 65 (1):45-70.
    Incorporation of the behavioral issues of the decision maker (DM) is among the aspects that each Multicriteria Decision Making (MCDM) method implicitly or explicitly takes into account. As postulated by regret theory, the feelings of regret and rejoice are among the behavioral issues associated with the entire decision making process. Within the context of MCDM, the DM may feel regret, when the chosen alternative is compared with another one having at least one better criterion value. (...)
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  28.  42
    Ruth Ben-Yashar, Winston T. H. Koh & Shmuel Nitzan (2012). Is Specialization Desirable in Committee Decision Making? Theory and Decision 72 (3):341-357.
    Committee decision making is examined in this study focusing on the role assigned to the committee members. In particular, we are concerned about the comparison between committee performance under specialization and non-specialization of the decision makers. Specialization (in the context of project or public policy selection) means that the decision of each committee member is based on a narrow area, which typically results in the acquirement and use of relatively high expertise in that area. When the (...)
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  29.  28
    Lars Sandman & Christian Munthe (2010). Shared Decision Making, Paternalism and Patient Choice. Health Care Analysis 18 (1):60-84.
    In patient centred care, shared decision making is a central feature and widely referred to as a norm for patient centred medical consultation. However, it is far from clear how to distinguish SDM from standard models and ideals for medical decision making, such as paternalism and patient choice, and e.g., whether paternalism and patient choice can involve a greater degree of the sort of sharing involved in SDM and still retain their essential features. In the article, (...)
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  30.  70
    Roselie McDevitt, Catherine Giapponi & Cheryl Tromley (2007). A Model of Ethical Decision Making: The Integration of Process and Content. Journal of Business Ethics 73 (2):219-229.
    We develop a model of ethical decision making that integrates the decision-making process and the content variables considered by individuals facing ethical dilemmas. The process described in the model is drawn from Janis and Mann’s [1977, Decision Making: A Psychological Analysis of Conflict Choice and Commitment (The Free Press, New York)] work describing the decision process in an environment of conflict, choice and commitment. The model is enhanced by the inclusion of content variables (...)
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  31.  52
    Dawn R. Elm & Tara J. Radin (2012). Ethical Decision Making: Special or No Different? [REVIEW] Journal of Business Ethics 107 (3):313-329.
    Theories of ethical decision making assume it is a process that is special, or different in some regard, from typical individual decision making. Empirical results of the most widely known theories in the field of business ethics contain numerous inconsistencies and contradictions. In an attempt to assess why we continue to lack understanding of how individuals make ethical decisions at work, an inductive study of ethical decision making was conducted. The results of this preliminary (...)
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  32.  15
    Johanna Kujala & Tarja Pietiläinen (2004). Female Managers' Ethical Decision-Making: A Multidimensional Approach. [REVIEW] Journal of Business Ethics 53 (1-2):153-163.
    The increasing number and influence of women in society brings up several issues related to values and ethics. Looking at business ethics from the gender perspective made us ponder if it would be fruitful to analyse the feminine and masculine dimensions of decision-making style. The article follows the research tradition using the multidimensional ethics scale, and it aims at developing the scale to better include female decision-making. We came to the conclusion that, as the multidimensional ethics (...)
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  33.  25
    Linda M. Sama & Victoria Shoaf (2002). Ethics on the Web: Applying Moral Decision-Making to the New Media. [REVIEW] Journal of Business Ethics 36 (1-2):93-103.
    This paper examines the advent of the Web as a critical media tool in the promotion and sale of goods to consumers and the ethical questions it raises that are issues of public policy. We examine four traditional ethical rationales that guide organizational decision-making – utilitarianism, distributive justice, moral rights of man and relativism, further characterized as "ends-based", "equity-based", "rules-based" and "comparison-based" rationales – and we apply them to four moral dilemmas attributed to the proliferation of dot.com companies (...)
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  34.  17
    Ekaterina Svetlova (2014). Models at Work – Models in Decision-Making. Science in Context 27 (4):561-577.
    In this topical section, we highlight the next step of research on modeling aiming to contribute to the emerging literature that radically refrains from approaching modeling as a scientific endeavor. Modeling surpasses “doing science” because it is frequently incorporated into decision-making processes in politics and management, i.e., areas which are not solely epistemically oriented. We do not refer to the production of models in academia for abstract or imaginary applications in practical fields, but instead highlight the real entwinement (...)
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  35.  8
    Subrata Chattopadhyay & Alfred Simon (2008). East Meets West: Cross-Cultural Perspective in End-of-Life Decision Making From Indian and German Viewpoints. [REVIEW] Medicine, Health Care and Philosophy 11 (2):165-174.
    Culture creates the context within which individuals experience life and comprehend moral meaning of illness, suffering and death. The ways the patient, family and the physician communicate and make decisions in the end-of-life care are profoundly influenced by culture. What is considered as right or wrong in the healthcare setting may depend on the socio-cultural context. The present article is intended to delve into the cross-cultural perspectives in ethical decision making in the end-of-life scenario. We attempt to address (...)
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  36.  36
    Sefa Hayibor & David M. Wasieleski (2009). Effects of the Use of the Availability Heuristic on Ethical Decision-Making in Organizations. Journal of Business Ethics 84 (1):151 - 165.
    Recent corporate scandals across various industries have led to an increased focus on research in business ethics, particularly on understanding ethical decision-making. This increased interest is due largely to managers' desire to reduce the incidence of unwanted behaviors in the workplace. This article examines one major moderator of the ethical decision-making process - moral intensity. In particular, we explore the potential influence of a particular cognitive heuristic - the availability heuristic -on perceptions of moral intensity. It (...)
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  37.  18
    Johanna Kujala (2001). A Multidimensional Approach to Finnish Managers' Moral Decision-Making. Journal of Business Ethics 34 (3-4):231 - 254.
    This paper analyses managers'' moral decision-making, and studies the role of ethical theories in it by following the research tradition using the multidimensional ethics scale. The research question is: what kinds of ethical dimensions do Finnish business managers reveal when they are making moral decisions, and how have these dimensions changed in the 1990s? This question is answered by examining what kinds of factors emerge when the multidimensional ethics scale is used to analyse Finnish managers'' attitudes toward (...)
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  38.  40
    Lars Sandman, Bradi B. Granger, Inger Ekman & Christian Munthe (2011). Adherence, Shared Decision-Making and Patient Autonomy. Medicine, Health Care and Philosophy 15 (2):115-127.
    In recent years the formerly quite strong interest in patient compliance has been questioned for being too paternalistic and oriented towards overly narrow biomedical goals as the basis for treatment recommendations. In line with this there has been a shift towards using the notion of adherence to signal an increased weight for patients’ preferences and autonomy in decision making around treatments. This ‘adherence-paradigm’ thus encompasses shared decision-making as an ideal and patient perspective and autonomy as guiding (...)
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  39.  35
    Robert W. Armstrong, Robert J. Williams & J. Douglas Barrett (2004). The Impact of Banality, Risky Shift and Escalating Commitment on Ethical Decision Making. Journal of Business Ethics 53 (4):365-370.
    This paper posits that organizational variables are the factors that lead to the moral decline of companies like Enron and Worldcom. The individuals involved created environments within the organizations that precipitated a spiral of unethical decision-making. It is proposed that at the executive level, it is the organizational factors associated with power and decision-making that have the critical influence on moral and ethical behavior. The study has used variables that were deemed to be surrogate measures of (...)
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  40. Frederick F. Schauer (1991). Playing by the Rules: A Philosophical Examination of Rule-Based Decision-Making in Law and in Life. Oxford University Press.
    Rules are a central component of such diverse enterprises as law, morality, language, games, religion, etiquette, and family governance, but there is often confusion about what a rule is, and what rules do. Offering a comprehensive philosophical analysis of these questions, this book challenges much of the existing legal, jurisprudential, and philosophical literature, by seeing a significant role for rules, an equally significant role for their stricter operation, and making the case for rules as devices for the allocation of (...)
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  41. Emilian Mihailov (2013). Intuitive Methods of Moral Decision Making, A Philosophical Plea. In Muresan Valentin & Majima Shunzo (eds.), Applied Ethics: Perspectives from Romania. Center for Applied Ethics and Philosophy, Hokkaido University 62-78.
    The aim of this paper is to argue that intuitive methods of moral decision making are objective tools on the grounds that they are reasons based. First, I will conduct a preliminary analysis in which I highlight the acceptance of methodological pluralism in the practice of medical ethics. Here, the point is to show the possibility of using intuitive methods given the pluralism framework. Second, I will argue that the best starting point of elaborating such methods is a (...)
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  42.  37
    Johanna Kujala, Anna-Maija Lämsä & Katriina Penttilä (2011). Managers' Moral Decision-Making Patterns Over Time: A Multidimensional Approach. [REVIEW] Journal of Business Ethics 100 (2):191 - 207.
    Taking multidimensional ethics scale approach, this article describes an empirical survey of top managers' moral decision-making patterns and their change from 1994 to 2004 during morally problematic situations in the Finnish context. The survey questionnaire consisted of four moral dilemmas and a multidimensional scale with six ethical dimensions: justice, deontology, relativism, utilitarianism, egoism and female ethics. The managers evaluated their decision-making in the problems using the multidimensional ethics scale. Altogether 880 questionnaires were analysed statistically. It is (...)
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  43. Jordan Bartol & Stefan Linquist (2015). How Do Somatic Markers Feature in Decision Making? Emotion Review 7 (1):81-89.
    Several recent criticisms of the somatic marker hypothesis (SMH) identify multiple ambiguities in the way it has been formulated by its chief proponents. Here we provide evidence that this hypothesis has also been interpreted in various different ways by the scientific community. Our diagnosis of this problem is that SMH lacks an adequate computational-level account of practical decision making. Such an account is necessary for drawing meaningful links between neurological- and psychological-level data. The paper concludes by providing a (...)
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  44.  18
    Mario Fernando & Rafi M. M. I. Chowdhury (2010). The Relationship Between Spiritual Well-Being and Ethical Orientations in Decision Making: An Empirical Study with Business Executives in Australia. [REVIEW] Journal of Business Ethics 95 (2):211 - 225.
    The relationship between spiritual wellbeing and ethical orientations in decision making is examined through a survey of executives in organizations listed on the Australian Stock Exchange. The four domains of spiritual well-being, personal, communal, environmental and transcendental (Fisher, Spiritual health: its nature and place in the school curriculum, PhD thesis, University of Melbourne, 1998; Gomez and Fisher, Pers Individ Differ 35:1975–1991, 2003) are examined in relation to idealism and relativism (Forsyth, J Pers Soc Psychol 39(1): 175–184, 1980). Results (...)
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  45. Marcus Selart & Svein Tvedt Johansen (2011). Ethical Decision Making in Organizations: The Role of Leadership Stress. [REVIEW] Journal of Business Ethics 99 (2):129 - 143.
    Across two studies the hypotheses were tested that stressful situations affect both leadership ethical acting and leaders' recognition of ethical dilemmas. In the studies, decision makers recruited from 3 sites of a Swedish multinational civil engineering company provided personal data on stressful situations, made ethical decisions, and answered to stress-outcome questions. Stressful situations were observed to have a greater impact on ethical acting than on the recognition of ethical dilemmas. This was particularly true for situations involving punishment and lack (...)
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  46.  59
    Maria Rosario G. Catacutan & Allan de Guzman (2015). Ethical Decision-Making in Academic Administration: A Qualitative Inquiry of Filipino College Deans' Ethical Frameworks. Australian Educational Researcher 42 (4):483-514.
    Ethical decision-making in school administration has received considerable attention in educational leadership literature. However, most research has focused on principals working in secondary school settings while studies that explore ethical reasoning processes of academic deans have been significantly few. This qualitative study aims to describe the ethical decision-making processes employed by a select group of Filipino college deans in solving ethical dilemmas using the ethical paradigms proposed in the works of Starratt (Educ Adm Q 27:185–202, 1991) (...)
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  47.  32
    Maureen Miner & Agnes Petocz (2003). Moral Theory in Ethical Decision Making: Problems, Clarifications and Recommendations From a Psychological Perspective. [REVIEW] Journal of Business Ethics 42 (1):11-25.
    Psychological theory and research in ethical decision making and ethical professional practice are presently hampered by a failure to take appropriate account of an extensive background in moral philosophy. As a result, attempts to develop models of ethical decision making are left vulnerable to a number of criticisms: that they neglect the problems of meta-ethics and the variety of meta-ethical perspectives; that they fail clearly and consistently to differentiate between descriptive and prescriptive accounts; that they leave (...)
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  48.  9
    Norman H. Anderson & James C. Shanteau (1970). Information Integration in Risky Decision Making. Journal of Experimental Psychology 84 (3):441.
    Applied a theory of information integration to decision making with probabilistic events. 10 undergraduates judged the subjective worth of duplex bets that included independent gain and lose components. The worth of each component was assumed to be the product of a subjective weight that reflected the probability of winning or losing, and the subjective worth of the money to be won or lost. The total worth of the bet was the sum of the worths of the 2 components. (...)
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    Chen-Fong Wu (2003). A Study of the Adjustment of Ethical Recogntion and Ethical Decision-Making of Managers-to-Be Across the Taiwan Strait Before and After Receiving a Business Ethics Education. Journal of Business Ethics 45 (4):291 - 307.
    This study conducted an empirical survey of 126 Business Ethics students in business and management departments within two universities across the Taiwan Strait to evaluate the impact on these managers-to-be of receiving an education in Business Ethics. The results show that, after receiving that Business Ethics education, students in both universities demonstrated significant improvements in the ethical weighting of their individual values, their recognition of ethical issues and their performance as ethical decision-makers. However, in respect of ethical decision- (...), the behavior of these students is still sub-optimal, indicating a need for further improvements in the ethical education of managers-to-be across the Taiwan Strait. (shrink)
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    Thomas Hindmarch, Matthew Hotopf & Gareth S. Owen (2013). Depression and Decision-Making Capacity for Treatment or Research: A Systematic Review. BMC Medical Ethics 14 (1):54.
    Psychiatric disorders can pose problems in the assessment of decision-making capacity (DMC). This is so particularly where psychopathology is seen as the extreme end of a dimension that includes normality. Depression is an example of such a psychiatric disorder. Four abilities (understanding, appreciating, reasoning and ability to express a choice) are commonly assessed when determining DMC in psychiatry and uncertainty exists about the extent to which depression impacts capacity to make treatment or research participation decisions.
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