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Jeanne Liedtka [7]Jeanne M. Liedtka [4]
  1. Laura Dunham, R. Edward Freeman & Jeanne Liedtka (forthcoming). Enhancing Stakeholder Practice: A Particularized Exploration of Community. Business Ethics Quarterly.
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  2. Jeanne Liedtka (2008). Strategy Making and the Search for Authenticity. Journal of Business Ethics 80 (2):237 - 248.
    Recent work in the business ethics field has called attention to the promise inherent in the concept of authenticity for enriching the ways we think about core issues at the intersection of management ethics and practice, like moral character, ethical choices, leadership, and corporate social responsibility [Driver, 2006; Jackson, 2005; Ladkin, 2006]. In this paper, I aim to extend these contributions by focusing on authenticity in relation to a set of organizational processes related to strategy making; most specifically an organization’s (...)
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  3. Laura Dunham, R. Edward Freeman & Jeanne Liedtka (2006). Enhancing Stakeholder Practice. Business Ethics Quarterly 16 (1):23-42.
    Lack of specificity around stakeholder identity remains a serious obstacle to the further development of stakeholder theory andits adoption in actual practice by business managers. Nowhere is this shortcoming more evident than in stakeholder theory’s treatment of the constituency known as “community.”In this paper we attempt to set forth what we call “the Problem of Community” as indicative of the definitional problems of stakeholdertheory. We then begin the process of gaining greater specificity around our notions of community and the role (...)
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  4. Jeanne Liedtka (2002). Ethics and the New Economy. Business and Society Review 107 (1):1-19.
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  5. Jeanne Liedtka (1998). Constructing an Ethic for Business Practice Competing Effectively and Doing Good. Business and Society 37 (3):254-280.
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  6. Jeanne M. Liedtka (1996). Feminist Morality and Competitive Reality. Business Ethics Quarterly 6 (2):179-200.
    A language of care and relationship-building has recently appeared with prominence in the business literature, driven by the realities of the marketplace. Thus, it seems a propitious time to reflect on a decade of writing in feminist morality that has focussed on the concept of an ethic of care, and examine its relevance for today’s business context. Is the idea of creating organizations that “care” just another management fad that subverts the essential integrity of concepts of ethical caring? Conversely, are (...)
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  7. Jeanne M. Liedtka (1992). Exploring Ethical Issues Using Personal Interviews. Business Ethics Quarterly 2 (2):161-181.
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  8. Jeanne Liedtka (1991). Organizational Value Contention and Managerial Mindsets. Journal of Business Ethics 10 (7):543 - 557.
    This paper focuses on the differing ways in which organizations send conflicting signals, in the form of contending organizational values, to their managers regarding the appropriate behavior in a given situation, and the impact that this has on the manager's decision-making process. It posits the existence of three different types of organizational value contention and examines their influence on the resulting patterns of sense-making and behavior evident in the manager's responses, based upon interview data from a cross-section of managers in (...)
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  9. Jeanne M. Liedtka (1991). When Values Collide. Business and Professional Ethics Journal 10 (3):3-28.
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  10. Jeanne Liedtka (1990). TheChallenger Launch Decision: Case and Teaching Note. International Journal of Value-Based Management 3 (1):29-41.
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  11. Jeanne M. Liedtka (1989). Value Congruence: The Interplay of Individual and Organizational Value Systems. [REVIEW] Journal of Business Ethics 8 (10):805 - 815.
    This paper focuses on the individual manager making difficult decisions within the context of the organization in which he or she is a member. It proposes a method for examining the interplay of individual and corporate value systems, offering a value congruence model. Hypotheses are generated concerning the varying nature of the value conflicts faced by managers. These are then evaluated based upon interview data from a cross-section of managers in two organizations. The impact of differing organizational value systems is (...)
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