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Frederick Bird [13]Frederick B. Bird [4]Frederick G. Bird [1]
  1. Frederick B. Bird & Jeffrey Gandz (forthcoming). Good Conversations: A Practical Role for Ethics in Business. The Role of “Good Conversation” in Business Ethics, Beaton (Boston College).
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  2. Frederick Bird (2013). Weber, Max. In Hugh LaFollette (ed.), The International Encyclopedia of Ethics. Wiley-Blackwell.
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  3. Frederick Bird (2009). Project CARE: Placer Dome's Efforts to Help Laid-Off South African Miners Find Remunerative Work. [REVIEW] Journal of Business Ethics 89 (2):183 - 190.
    This essay examines a special program developed by the international Canadian mining firm, Placer Dome, to help recently laid-off workers find remunerative work in southern Africa. Shortly after it bought a 50% interest in the Deep South gold mine in South Africa, the mine laid off nearly 2600 workers. The firm gave redundant miners token serverance pay and offered them opportunity to participate in training and counseling services at the mine site. Overwhelmingly, the miners came from homes all over southern (...)
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  4. Frederick Bird (2009). The Ethical Responsibilities of Businesses in Developing Areas. Journal of Business Ethics 89 (2):85 - 97.
    This article reviews the responsibilities of businesses in relation to the ongoing debates with respect to ethical issues related to economic development. The article addresses four questions: (1) What are the most appropriate ways of thinking about economic development and its relation to human development? (2) What policies are most likely to foster fitting forms of development? (3) What are the best ways of managing the inevitable social disruptions that accompany economic development? And (4) what roles should governments play in (...)
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  5. Frederick Bird (2009). Why the Responsible Practice of Business Ethics Calls for a Due Regard for History. Journal of Business Ethics 89 (2):203 - 220.
    Typically people make ethical judgments with reference to unchanging principles, standards, rights, and values. This essay argues that such an ahistorical approach to ethics should be supplemented by a due regard for history. Invoking precedents by authors such as Jonsen and Toulmin, McIntyre, Niebuhr, Weber, De Tocqueville, Machiavelli and others, this essay explores several important ways in which a due regard for history can and should shape the practice of business ethics. Thus a due regard for history helps us both (...)
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  6. Frederick Bird, Joseph Smucker & Manuel Velasquez (2009). Introduction: International Business Firms, Economic Development, and Ethics. [REVIEW] Journal of Business Ethics 89 (2):81 - 84.
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  7. Frederick Bird, Thomas Vance & Peter Woolstencroft (2009). Fairness in International Trade and Investment: North American Perspectives. [REVIEW] Journal of Business Ethics 84 (3):405 - 425.
    This article reviews the practices and differing sets of attitudes North Americans have taken with respect to fairness in international trade and proposes a set of common considerations for ongoing debates about these matters. After reviewing the asymmetrical relations between Canada, the United States, and Mexico and the impact of multilateral trade agreements on bilateral trade between these countries, the article looks at four typical normative views with respect to trade held by North Americans. These views variously emphasize concerns for (...)
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  8. Frederick Bird & Joseph Smucker (2007). The Social Responsibilities of International Business Firms in Developing Areas. Journal of Business Ethics 73 (1):1 - 9.
    Three principles must be taken into account in assessing the social responsibilities of international business firms in developing areas. The first is an awareness of the historical and institutional dynamics of local communities. This influences the type and range of responsibilities the firm can be expected to assume; it also reveals the limitations of any universal codes of conduct. The second is the necessity of non-intimidating communication with local constituencies. This requires the firm to temper its power and influence by (...)
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  9. Frederick B. Bird (1996). The Muted Conscience: Moral Silence and the Practice of Ethics in Business. Quorum Books.
    A new approach to understanding the nature of ethics and ethical decision making, not only in the context of business, but also in other life contexts.
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  10. Jeffrey Gandz & Frederick G. Bird (1996). The Ethics of Empowerment. Journal of Business Ethics 15 (4):383 - 392.
    Driven by competitive pressure, organizations are empowering employees to use their judgment, creativity, and ideas in pursuit of enhanced organizational performance and both employee and shareholder satisfaction. This empowerment offers both benefits and potential harm. This article explores the benefits and harm associated with role, reward, process and governance empowerment and makes recommendations for minimizing the harm while maximizing the benefits.
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  11. Frederick Bird, Frances Westley & James A. Waters (1989). The Uses of Moral Talk: Why Do Managers Talk Ethics? [REVIEW] Journal of Business Ethics 8 (1):75 - 89.
    When managers use moral expressions in their communications, they do so for several, sometimes contradictory reasons. Based upon analyses of interviews with managers, this article examines seven distinctive uses of moral talk, sub-divided into three groupings: (1) managers use moral talk functionally to clarify issues, to propose and criticize moral justifications, and to cite relevant norms; (2) managers also use moral talk functionally to praise and to blame as well as to defend and criticize structures of authority; finally (3) managers (...)
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  12. James A. Waters & Frederick Bird (1989). Attending to Ethics in Management. Journal of Business Ethics 8 (6):493 - 497.
    Based on analysis of interviews with managers about the ethical questions they face in their work, a typology of morally questionable managerial acts is developed. The typology distinguishes acts committed against-the-firm (non-role and role-failure acts) from those committed on-behalf-of-the-firm (role-distortion and role-as-sertion acts) and draws attention to the different nature of the four types of acts. The argument is made that senior management attention is typically focused on the types of acts which are least problematical for most managers, and that (...)
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  13. Nancy J. Adler & Frederick B. Bird (1988). International Dimensions of Executive Integrity. In Suresh Srivastva (ed.), Executive Integrity: The Search for High Human Values in Organizational Life. Jossey-Bass.
     
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  14. Frederick Bird & James A. Waters (1987). The Nature of Managerial Moral Standards. Journal of Business Ethics 6 (1):1 - 13.
    Descriptions of how managers think about the moral questions that come up in their work lives are analyzed to draw out the moral assumptions to which they commonly refer. The moral standards thus derived are identified as (1) honesty in communication, (2) fair treatment, (3) special consideration, (4) fair competition, (5) organizational responsibility, (6) corporate social responsibility, and, (7) respect for law. It is observed that these normative standards assume the cultural form of social conventions but because managers invoke them (...)
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  15. James A. Waters & Frederick Bird (1987). The Moral Dimension of Organizational Culture. Journal of Business Ethics 6 (1):15 - 22.
    The lack of concrete guidance provided by managerial moral standards and the ambiguity of the expectations they create are discussed in terms of the moral stress experienced by many managers. It is argued that requisite clarity and feelings of obligation with respect to moral standards derive ultimately from public discussion of moral issues within organizations and from shared public agreement about appropriate behavior. Suggestions are made about ways in which the moral dimension of an organization's culture can be more effectively (...)
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  16. James A. Waters, Frederick Bird & Peter D. Chant (1986). Everyday Moral Issues Experienced by Managers. Journal of Business Ethics 5 (5):373 - 384.
    Based on the results of open ended interviews with managers in a variety of organizational positions, moral questions encountered in everyday managerial life are described. These involve transactions with employees, peers and superiors, customers, suppliers and other stakeholders. It is suggested that managers identify transactions as involving personal moral concern when they believe that a moral standard has a bearing on the situation and when they experience themselves as having the power to affect the transaction. This is the first in (...)
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