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Profile: John Alexander (Phoenix College, South Mountain Community College)
Profile: John Alexander (Grand Valley State University)
  1. John Alexander (2011). Sweatshops, Context Differentiation, and the Rational Person Standard. Philosophy in the Contemporary World 18 (1):68-74.
    In making decisions regardmg what to do, people should employ plausible moral standards to defend what they think is morally permissible. One plausible moral standard that is often used is what I refer to as the Rational Person Standard: we, as rational agents, ought to choose the option that has the greatest benefit for us, under the constraint that what we choose does not unfairly limit other people from choosing what they think is best for them. Another way to phrase (...)
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  2. John K. Alexander (2011). An Outline of a Pragmatic Method for Deciding What To Do. Philosophical Practice: Journal of the American Philosophical Practitioners Association (American Philosophical Practitioners Association) 6 (2).
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  3. John M. Alexander & Jane Buckingham (2011). Common Good Leadership in Business Management: An Ethical Model From the Indian Tradition. Business Ethics 20 (4):317-327.
    While dominant management thinking is steered by profit maximisation, this paper proposes that sustained organisational growth can best be stimulated by attention to the common good and the capacity of corporate leaders to create commitment to the common good. The leadership thinking of Kautilya and Ashoka embodies this principle. Both offer a common good approach, emphasising the leader's moral and legal responsibility for people's welfare, the robust interaction between the business community and the state, and the importance of moral training (...)
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  4. John M. Alexander (2010). Ending the Liberal Hegemony: Republican Freedom and Amartya Sen's Theory of Capabilities. Contemporary Political Theory 9 (1):5.
  5. John Alexander (2009). 11 Ottoman Frontier Policies in North-East Africa, 1517-1914. Proceedings of the British Academy 156:225.
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  6. John K. Alexander (2008). Eliminating the Harm We Cause. Philosophy in the Contemporary World 15 (1):11-21.
    Peter Singer places a stringent requirement on us to come to the aid of those who are suffering, as long as we do not have to give up something of comparable worth. I consider some criticisms of this view here, while arguing in defense of Singer’s conclusion. I presume here that it is morally impermissible to create unnecessary and avoidable harm to innocent people. I argue that if we have an adequate understanding of agent causation and moral responsibility then we (...)
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  7. John Alexander (2007). Environmental Sustainability Versus Profit Maximization: Overcoming Systemic Constraints on Implementing Normatively Preferable Alternatives. [REVIEW] Journal of Business Ethics 76 (2):155 - 162.
    There is a systemic condition inherent in contemporary markets that compel managers not to pursue more morally preferable initiatives if those initiatives will require actions that conflict with profit maximization. Normative arguments for implementing morally preferable practices within the existing system fail because they are insufficient to counter-act the systemic conditions affecting decision-making that is focused on maximizing profit as the primary operational value. To overcome this constraint we must elevate a more normatively preferable value, ‚ideal environmental sustainability,’ to the (...)
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  8. John K. Alexander (2005). Metaphors, Moral Imagination and the Healthy Business Organisation. Philosophy of Management 5 (3):43-53.
    In this paper I outline an approach to managerial decision making that incorporates the important role that metaphors and moral imagination play in our moral reasoning coupled with an organisational moral concept I call the Health of the Organisation. I have used this concept in my managerial (and philosophical) career to interpret and evaluate potential, and actual, courses of action. I have concluded that this concept fits in nicely with Mark Johnson’s analysis of the metaphor of morality is health, which (...)
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  9. John K. Alexander (2005). Promising, Professional Obligations, and the Refusal to Provide Service. HEC Forum 17 (3):178-195.
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  10. John M. Alexander (2005). Non-Reductionist Naturalism: Nussbaum Between Aristotle and Hume. Res Publica 11 (2):157-183.
    Martha Nussbaum proposes a universal list of human capabilities as the basis for fundamental political principles. She claims that the list, in an Aristotelian spirit, might be justified by an ongoing inquiry into valuable human functionings for the good life. Here I argue that the attractiveness of Nussbaum’s theory crucially depends on the philosophical possibility of a non-reductionist understanding of naturalism and on resolving the tensions between ethical and political aspects of the role of capabilities. Through a comparison of Nussbaum’s (...)
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  11. John K. Alexander (2004). Two Practical Exercises for Teaching Business and Professional Ethics. Teaching Philosophy 27 (1):1-20.
  12. Jane Griffiths, Sarah Gordon, Fabian Alfie, Joseph Grossi, Z. J. Kosztolnyik, John R. C. Martyn, Donald Cooper, Wendy Pfeffer, Daniel Gustav Anderson, Jane Gilbert, Miri Rubin, Paul Warde, Jan M. Ziolkowski, James A. Schultz & John Alexander (2004). Medievalia Et Humanistica No. 30: Studies in Medieval and Renaissance Culture. Rowman & Littlefield Publishers.
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  13. John K. Alexander (2003). Dialogue as a Mens to Resolve Ethical Issues in Health Care. HEC Forum 15 (1):55-69.
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  14. John K. Alexander (2003). Pragmatic Decision Making. Philosophy of Management 3 (3):67-77.
    I was in manufacturing for over thirty years and a manager for nearly twenty-five. During that time it never occurred to me that the consequentialist, utilitarian framework I used was inadequate as a conceptual framework for making decisions to ensure organisational viability and success. The framework gave three criteria which enabled me to construct a rational approach to issues associated with my role as a manager:(i) to make product at the lowest possible cost so as to maximise the bottom line;(ii) (...)
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  15. John M. Alexander (2003). Capability Egalitarianism and Moral Selfhood. Ethical Perspectives 10 (1):3-21.
  16. John Alexander (2000). It's Nothing Personal, It's Just Business. Business Ethics Quarterly 10 (3):545-561.
    Managers have the primary role responsibility to protect and promote the economic viability of their organizations. Utilizing a formula that demonstrates the inherently unstable nature of economic systems, I argue that managers are sometimes morally required to make adjustments that result in harming people who work for them in order to reestablish the equilibrium necessary to remain viable. The question of who is going to be harmed and how this harm is morally justified is the focal point of this paper. (...)
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  17. John Alexander (1996). Human Person in the Mirror of Transpersonal Psychology. Journal of Dharma 21 (1):104-124.
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  18. John V. I. Alexander (1990). Philosophieren Lehren. Teaching Philosophy 13 (1):76-81.
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  19. John Alexander (1963). Metaphor and Ontology. Sophia 2 (3):12-18.
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