How do business leaders make ethical decisions? Given the significant and wide-spread impact of business people’s decisions on multiple constituents (e.g., customers, employees, shareholders, competitors, and suppliers), 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 (and three not-so-effective ones as contrast), I propose a model for ethical decision making in (...) business in which reasoning (conscious processing) and intuition (subconscious processing) interact through forming, recalling, and applying moral principles necessary for long-term success in business. Following the CEOs in the study, I employ a relatively new theory, rational egoism, as the substantive content of the model and argue it to be consistent with the requirements of long-term business success. Besides explaining the processes of forming and applying principles (integration by essentials and spiraling), I briefly describe rational egoism and illustrate the model with a contemporary moral dilemma of downsizing. I conclude with implications for further research and ethical decision making in business. (shrink)
The growing trend of required ethics instruction in the business school curriculum has created a need for relevant teaching materials. In response to this need the Journal of Business Ethics is introducing a new case section. This section provides a forum for publishing and accessing a range of materials that can be used in teaching business ethics. This article discusses how business ethics cases can facilitate the development of deductive, inductive and critical reasoning skills.
In the last few years there has been a lot of fuzzy talk, scientific discourses and comments of business life about the values, ethics and social responsibility of companies. Companies are expected to have also some other tasks besides that of gaining profit. A part of the tasks which management has, except for thinking of the benefits of their own organization, are things which work for the well-being of the whole society. Issues like this are, among others, working for employment, (...) taking care of the environment, and promoting consumer security.While making decisions of their own action in the company, the management often has to face ethical solutions. The benefit of the company may be different from that of other business stakeholders. In this case, the manager has to decide for which part he should act, for the company or for the stakeholders. The ethical problems in deciding may appear also inside the company. In our study, we are very interested in the decision-making processes which are connected with the honesty of the manager and his/her being honest with the stakeholders both inside and outside the company. (shrink)
This article discusses the Embodied Generative Music (EGM) project carried out at the Institute of Electronic Music and Acoustics IEM in Austria. In investigating a new interface that combines motion capture and sound processing software with movement improvisation and performance, I focus on dancers? learning processes of dwelling in the virtual sonic environment. Applying phenomenology and its concepts, I describe how dancers explore reversibility of sound and movement to shape this connection in an artistically expressive manner. The article proposes that (...) dancers build bodily knowledge through both the sonic environment and their own passive and active, intuitive and deliberate, movement choices. While dwelling in a digital environment changes dancers? habitual manners of behaving, it opens up to them new kinds of kinaesthetic opportunities of intimacy and pleasure in motion. The findings from this research reveal the importance of bodily interaction with virtual environments in developing new movement-based interfaces. (shrink)
This paper explores the issue of epistemic injustice in research evaluation. Through an analysis of the disciplinary cultures of physics and humanities, we attempt to identify some aims and values specific to the disciplinary areas. We suggest that credibility is at stake when the cultural values and goals of a discipline contradict those presupposed by official evaluation standards. Disciplines that are better aligned with the epistemic assumptions of evaluation standards appear to produce more "scientific" findings. To restore epistemic justice in (...) research evaluation, we argue that the specificity of a discipline's epistemic aims, values, and cultural identities must be taken into account. (shrink)