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  1. Domènec Melé (forthcoming). “Human Quality Treatment”: Five Organizational Levels. Journal of Business Ethics.
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  2. João César das Neves & Domènec Melé (2013). Managing Ethically Cultural Diversity: Learning From Thomas Aquinas. Journal of Business Ethics 116 (4):769-780.
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  3. Domènec Melé (2013). Scholastic Thought and Business Ethics: An Overview. In Christopher Luetege (ed.), Handbook of the Philosophical Foundations of Business Ethics. Springer. 133--158.
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  4. Domènec Melé & Carlos Sánchez-Runde (2013). Cultural Diversity and Universal Ethics in a Global World. Journal of Business Ethics 116 (4):681-687.
    Cultural diversity and globalization bring about a tension between universal ethics and local values and norms. Simultaneously, the current globalization and the existence of an increasingly interconnected world seem to require a common ground to promote dialog, peace, and a more humane world. This article is the introduction to a special issue of the Journal of Business Ethics regarding these problems. We highlight five topics, which intertwine the eight papers of this issue. The first is whether moral diversity in different (...)
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  5. João César das Neves & Domènec Melé (2013). Managing Ethically Cultural Diversity: Learning From Thomas Aquinas. [REVIEW] Journal of Business Ethics 116 (4):769-780.
    Cultural diversity is an inescapable reality and a concern in many businesses where it can often raise ethical questions and dilemmas. This paper aims to offer suggestions to certain problems facing managers in dealing with cultural diversity through the inspiration of Thomas Aquinas. Although he may be perceived as a voice from the distant past, we can still find in his writings helpful and original ideas and criteria. He welcomes cultural differences as a part of the perfection of the universe. (...)
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  6. Domènec Melé (2012). The Firm as a “Community of Persons”: A Pillar of Humanistic Business Ethos. [REVIEW] Journal of Business Ethics 106 (1):89-101.
    The article starts by arguing that seeing the firm as a mere nexus of contracts or as an abstract entity where different stakeholder interests concur is insufficient for a “humanistic business ethos”, which entails a complete view of the human being. It seems more appropriate to understand the firm as a human community, a concept which can be found in several sources, including managerial literature, business ethics scholars, and Catholic Social Teaching. In addition, there are also philosophical grounds that support (...)
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  7. Domènec Melé & Claus Dierksmeier (eds.) (2012). Human Development in Business: Values and Humanistic Management in the Encyclical Caritas in Veritate. Palgrave Macmillan.
     
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  8. Domènec Melé, Antonio Argandoña & Carlos Sanchez-Runde (2011). Facing the Crisis: Toward a New Humanistic Synthesis for Business. [REVIEW] Journal of Business Ethics 99 (1):1 - 4.
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  9. Domènec Melé & Michael Naughton (2011). The Encyclical-Letter “Caritas in Veritate”: Ethical Challenges for Business. [REVIEW] Journal of Business Ethics 100 (S1):1-7.
    This article serves as an editorial introduction to this special issue on Pope Benedict’s encyclical-letter, Caritas in Veritate ( 2009 ) and its engagement with the field of business ethics. According to this document , love in truth, which includes justice, is indeed presented as a basic moral foundation for economic and business ethics. The article provides an overview of some major themes in the encyclical and their relationship to the essays in this special issue. The authors in this issue (...)
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  10. Heidi von Weltzien Hoivik & Domènec Melé (2009). Can an SME Become a Global Corporate Citizen? Evidence From a Case Study. Journal of Business Ethics 88 (3):551 - 563.
    Global Corporate Citizenship (GCC) continues to become increasingly popular in large corporations. However, this concept has rarely been considered in small and medium size enterprises (SMEs). A case study of a Norwegian clothing company illustrates how GCC can be also applied to small companies. This case study also shows that SMEs can be very innovative in exercising corporate citizenship, without necessarily following the patterns of large multinational companies. The company studied engages as partner in some voluntary labor initiatives promoted by (...)
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  11. Heidi Weltzien Hoivivonk & Domènec Melé (2009). Can an Sme Become a Global Corporate Citizen? Evidence From a Case Study. Journal of Business Ethics 88 (3).
    Global Corporate Citizenship (GCC) continues to become increasingly popular in large corporations. However, this concept has rarely been considered in small and medium size enterprises (SMEs). A case study of a Norwegian clothing company illustrates how GCC can be also applied to small companies. This case study also shows that SMEs can be very innovative in exercising corporate citizenship, without necessarily following the patterns of large multinational companies. The company studied engages as partner in some voluntary labor initiatives promoted by (...)
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  12. Domènec Melé (2009). Business Ethics in Action: Seeking Human Excellence in Organizations. Palgrave Macmillan.
    The role of ethics in business -- Business in society : beyond the market and laws? -- Cultural diversity and international standards for business -- Ethics, at the core of the human action -- Individual responsibility and moral judgments in business -- Frequent ethical issues in business -- The purpose of the firm and mision-driven management -- Use and misuse of power -- Human virtues in leadership of organizations -- Ethics in organizational cultures and structures.
     
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  13. Domènec Melé (2009). Editorial Introduction: Towards a More Humanistic Management. [REVIEW] Journal of Business Ethics 88 (3):413 - 416.
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  14. Domènec Melé (2009). Integrating Personalism Into Virtue-Based Business Ethics: The Personalist and the Common Good Principles. [REVIEW] Journal of Business Ethics 88 (1):227 - 244.
    Some virtue ethicists are reluctant to consider principles and standards in business ethics. However, this is problematic. This paper argues that realistic Personalism can be integrated into virtue-based business ethics, giving it a more complete base. More specifically, two principles are proposed: the Personalist Principle (PP) and the Common Good Principle (CGP). The PP includes the Golden Rule and makes explicit the duty of respect, benevolence, and care for people, emphasizing human dignity and the innate rights of every human being. (...)
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  15. Domènec Melé (2009). The Practice of Networking: An Ethical Approach. [REVIEW] Journal of Business Ethics 90 (4):487 - 503.
    Focusing on the virtue-ethics tradition, this article analyzes the practice of networking within the business context. First, it distinguishes three types of networking: utilitarian, emotional, and virtuous. Virtuous networking does not exclude utilitarian and emotional networking, but these latter forms should be practiced with reciprocity. It is argued that virtuous networking requires (1) acting with good faith, sharing honest goals, and participating in licit activities; (2) sharing information, knowledge, and resources with reciprocity and even with gratuity; (3) serving with justice (...)
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  16. Domènec Melé (2009). The View and Purpose of the Firm in Freeman's Stakeholder Theory. Philosophy of Management 8 (3):3-13.
    Stakeholder Theory (ST), presented by R. Edward Freeman, is a managerial theory which sees the firm as ‘connected networks of stakeholder interests’. The purpose of the firm in Freeman’s theory is ‘value creation and trade’ and ‘creation of value for each appropriate stakeholder’. This article argues that although ST presents important insights, its view of the firm is incomplete and its vision of the purpose of the business in society needs to be refined.
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  17. Heidi von Weltzien Hoivik & Domènec Melé (2009). Can an SME Become a Global Corporate Citizen? Evidence From a Case Study. Journal of Business Ethics 88 (3):551-563.
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  18. Domènec Melé (2008). Integrating Ethics Into Management. Journal of Business Ethics 78 (3):291 - 297.
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  19. Domenèc Melé & Marcelo Paladino (2008). Corporate Services in Poor Areas: A Case Study with Participative Multistakeholder Involvement. Business and Society Review 113 (2):253-275.
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  20. Domènec Melé, Patricia Debeljuh & M. Cecilia Arruda (2006). Corporate Ethical Policies in Large Corporations in Argentina, Brazil and Spain. Journal of Business Ethics 63 (1):21 - 38.
    This paper examines the status of Corporate Ethical Policies (CEP) in large companies in Argentina, Brazil and Spain, with a special emphasis on Corporate Ethics Statements (CES), documents that define the firms’ philosophy, values and norms of conduct. It is based on a survey of the 500 largest companies in these nations. The findings reveal many similarities between these countries. Among other things, it emerges that most companies give consideration to ethics in business and have adopted some kind of formal (...)
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  21. Domènec Melé (2005). Ethical Education in Accounting: Integrating Rules, Values and Virtues. [REVIEW] Journal of Business Ethics 57 (1):97 - 109.
    Ethics in accounting and ethical education have seen an increase in interest in the last decade. However, despite the renewed interest some important shortcomings persist. Generally, rules, principles, values and virtues are presented in a fragmented fashion. In addition, only a few authors consider the role of the accountants character in presenting relevant and truthful information in financial reporting and the importance of practical reasoning in accounting. This article holds that rules, values and virtues are interconnected. This provides a sound (...)
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  22. Domènec Melé (2005). Exploring the Principle of Subsidiarity in Organisational Forms. Journal of Business Ethics 60 (3):293 - 305.
    The paper starts with a case study of a medium-sized company in which a strong and successful change in the organisational form and job design took place. A bureaucratic organisation with highly-specialised jobs was converted into a new organisation in which employees became much more autonomous in managing their own work. This not only entailed new techniques and managerial systems but also a new anthropological vision. Bureaucratic rules were reduced, but not eliminated completely, and management became less authoritarian. Employees could (...)
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  23. Domènec Melé & Josep M. Rosanas (2005). Ethics in Accounting and Accountability: Editorial Introduction. [REVIEW] Journal of Business Ethics 57 (1):1 - 3.
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  24. Elisabet Garriga & Domènec Melé (2004). Corporate Social Responsibility Theories: Mapping the Territory. [REVIEW] Journal of Business Ethics 53 (1-2):51-71.
    The Corporate Social Responsibility (CSR) field presents not only a landscape of theories but also a proliferation of approaches, which are controversial, complex and unclear. This article tries to clarify the situation, mapping the territory by classifying the main CSR theories and related approaches in four groups: (1) instrumental theories, in which the corporation is seen as only an instrument for wealth creation, and its social activities are only a means to achieve economic results; (2) political theories, which concern themselves (...)
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  25. Elisabet Garriga & Domènec Melé (2004). Ética Empresarial. Ethics 53:51-71.
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  26. Annette Kleinfeld, Stephan Cludts & Domènec Melé (2003). Sustaining Humanity Beyond Humanism: Editorial Introduction. [REVIEW] Journal of Business Ethics 45 (1/2):1 - 2.
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  27. Domènec Melé (2003). Organizational Humanizing Cultures: Do They Generate Social Capital? [REVIEW] Journal of Business Ethics 45 (1-2):3 - 14.
    An organizational culture can be defined as "Organizational Humanizing Culture" if it presents the following features: (1) recognition of the person in his or her dignity, rights, uniqueness, sociability and capacity for personal growth, (2) respect for persons and their human rights, (3) care and service for persons around one, and (4) management towards the common good versus particular interests. Current findings and generalized experience suggest that an organizational culture with these features tends to bring about trust and associability, which (...)
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  28. Domènec Melé (2003). The Challenge of Humanistic Management. Journal of Business Ethics 44 (1):77 - 88.
    According to the origin of the word "humanism" and the concept of humanitas where the former comes from, management could be called humanistic when its outlook emphasizes common human needs and is oriented to the development of human virtue, in all its forms, to its fullest extent. A first approach to humanistic management, although quite incomplete, was developed mainly in the middle of the 20th century. It was centered on human motivations. A second approach to humanistic management sprang up in (...)
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  29. Domènec Melé & Antonio Argandoña (2003). Introduction. Journal of Business Ethics 44 (1):1 - 2.
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  30. Domènec Melé & Josep Rosanas (2003). Power, Freedom and Authority in Management. Philosophy of Management 3 (2):35-46.
    Power is one of the key ideas in management, and so is the concept of authority. However, most studies on power are rather instrumental, dealing with the place of power in management, and how to achieve it. Less attention has been paid to the essential concepts of power and authority themselves in managementthought and how they have evolved. To clarify these concepts, and to better understand the notions of power and authority in management and their proper use in organisations, this (...)
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  31. Juan Fontrodona & Domènec Melé (2002). Philosophy as a Base for Management. Philosophy of Management 2 (2):3-9.
    Current theories of management have difficulty overcoming certain problems and limitations related to some features of the field itself: multiplicity, multidisciplinarity, fragmentation, presence or lack of paradigms, self-referentiality, and ethnocentrism. This paper first reviews these issues broadly. Then, itemphasises the preponderance of the scientific method and the exclusion of philosophy as theoretical foundations for management. It proposes taking philosophy as the science to provide the foundations of management. It explains how philosophy - especially philosophy that has its roots in Aristotelian (...)
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  32. Manuel Guillén, Domènec Melé & Patrick Murphy (2002). European Vs. American Approaches to Institutionalisation of Business Ethics: The Spanish Case. Business Ethics 11 (2):167–178.
  33. Manuel Guillen, Domenec Mele & Patrick Murphy (2002). European Vs. American Approaches to Institutionalisation of Business Ethics: The Spanish Case. Business Ethics 11 (2):167-178.
  34. Domènec Mele (2001). Loyalty in Business. Business Ethics Quarterly 11 (1):11-26.
    Loyalty within the firm, though praised by some, is criticized by others. An analysis of the historical and current significance of theconcept of loyalty can aid in both understanding its critics and responding to them. Loyalty in the business world is generallyunderstood in three ways: i) transactional retention, ii) sentimental attraction, and iii) willingness to commit oneself. In the third type,the commitment to adhere to a person, cause, or institution may contribute to human flourishing and therefore generate the humanvirtue of (...)
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  35. Domènec Melé (1999). Early Business Ethics in Spain: The Salamanca School (1526--1614). [REVIEW] Journal of Business Ethics 22 (3):175 - 189.
    Business ethics is not a novelty: it has important antecedents, among which we find the Spanish "Salamanca School". Its most brilliant period was during the sixteenth and early seventeenth century, a historical epoch when Spain was one of the principal centers of commerce in Europe. In this article, we present a panoramic view of business ethics as developed by this school and discuss its potential contributions to new developments in business ethics. The Salamanca School was primarily focused on action, yet (...)
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  36. Domènec Melé (1989). Organization of Work in the Company and Family Rights of the Employees. Journal of Business Ethics 8 (8):647 - 655.
    The duty to respect, protect and help the family rights is related very closely with the organization of work in the firm. This paper summarizes and illustrates, using mini-case studies, the relationship between the organization of work in companies and the family rights and duties of employees.
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