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  1. Kenneth E. Goodpaster (1991). Business Ethics and Stakeholder Analysis. Business Ethics Quarterly 1 (1):53-73.
    Much has been written about stakeholder analysis as a process by which to introduce ethical values into management decision-making. This paper takes a critical look at the assumptions behind this idea, in an effort to understand better the meaning of ethical management decisions.A distinction is made between stakeholder analysis and stakeholder synthesis. The two most natural kinds of stakeholder synthesis are then defined and discussed: strategic and multi-fiduciary. Paradoxically, the former appears to yield business without ethics and the latter appears (...)
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  2. Kenneth E. Goodpaster (1978). On Being Morally Considerable. Journal of Philosophy 75 (6):308-325.
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  3.  58
    Kenneth E. Goodpaster (2007). Conscience and Corporate Culture. Blackwell Pub..
    Conscience and Corporate Culture advances the constructive dialogue on a moral conscience for corporations. Written for educators in the field of business ethics and practicing corporate executives, the book serves as a platform on a subject profoundly difficult and timely. Written from the unique vantage point of an author who is a philosopher, professor of business administration, and a corporate consultant A vital resource for both educators in the field of business ethics and practicing corporate executives Forwards the constructive dialogue (...)
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  4.  7
    Andrew Crane, Dirk Ulrich Gilbert, Kenneth E. Goodpaster, Marcia P. Miceli & Geoff Moore (2011). Comments on BEQ's Twentieth Anniversary Forum on New Directions for Business Ethics Research. Business Ethics Quarterly 21 (1):157-187.
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  5.  18
    Kenneth E. Goodpaster (2011). Goods That Are Truly Good and Services That Truly Serve: Reflections on “Caritas in Veritate”. [REVIEW] Journal of Business Ethics 100 (S1):9-16.
    If we read the central message of Caritas in Veritate (CV) through the lens of contemporary business ethics—and the encyclical does seem to invite such a reading (CV 40–41, and 45–47)—there is first of all a diagnosis of a crisis. Then, we are offered a response to the diagnosis: charity in truth , “the principle around which the Church’s social doctrine turns, a principle that takes on practical form in the criteria that govern moral action .” (CV 6) In business (...)
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  6. Kenneth E. Goodpaster (1983). The Concept of Corporate Responsibility. Journal of Business Ethics 2 (1):1 - 22.
    Opening with Ford Motor Company as a case in point, this essay develops a broad and systematic approach to the field of business ethics. After an analysis of the form and content of the concept of responsibility, the author introduces the principle of moral projection as a device for relating ethics to corporate policy. Pitfalls and objections to this strategy are examined and some practical implications are then explored.The essay not only defends a proposition but exhibits a research style and (...)
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  7. Kenneth E. Goodpaster (2010). Corporate Responsibility and its Constituents. In George G. Brenkert & Tom L. Beauchamp (eds.), The Oxford Handbook of Business Ethics. Oxford University Press
     
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  8.  11
    Kenneth E. Goodpaster (2000). Conscience and its Counterfeits in Organizational Life. Business Ethics Quarterly 10 (1):189-201.
    This paper explains and defends three basic propositions: (1) that our attitudes (particularly American attitudes) towardorganizational ethics are conflicted at a fairly deep level; (2) that in response to this conflict in our attitudes, we often default to variouscounterfeits of conscience (non-moral systems that serve as surrogates for the role of conscience in organizational settings); and(3) that a better response (than relying on counterfeits) would be for leaders to foster a culture of ethical awareness in their organizations. Some practical suggestions (...)
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  9. Kenneth E. Goodpaster (1993). Moral Consideration and the Environment: Perception, Analysis, and Synthesis. Topoi 12 (1):5-20.
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  10.  17
    Kenneth E. Goodpaster, T. Dean Maines & Arnold M. Weimerskirch (2004). A Baldrige Process for Ethics? Science and Engineering Ethics 10 (2):243-258.
    In this paper we describe and explore a management tool called the Caux Round Table Self-Assessment and Improvement Process (SAIP). Based upon the Caux Round Table Principles for Business — a stakeholder-based, transcultural statement of business values — the SAIP assists executives with the task of shaping their firm’s conscience through an organizational self-appraisal process. This process is modeled after the self-assessment methodology pioneered by the Malcolm Baldrige National Quality Award Program. After briefly describing the SAIP, we address three topics. (...)
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  11.  53
    Kenneth E. Goodpaster (1985). Business Ethics, Ideology, and the Naturalistic Fallacy. Journal of Business Ethics 4 (4):227 - 232.
    This paper addresses the relationship between theoretical and applied ethics. It directs philosophical attention toward the concept of ideology, conceived as a bridge between high-level principles and decision-making practice. How are we to understand this bridge and how can we avoid the naturalistic fallacy while taking ideology seriously?It is then suggested that the challenge posed by ideology in the arena of organizational ethics is in many ways similar to the challenge posed by developmentalist accounts of moral stages in the arena (...)
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  12.  2
    Kenneth E. Goodpaster (1985). Toward an Integrated Approach to Business Ethics. Thought: A Journal of Philosophy 60 (2):161-180.
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  13.  24
    Kenneth E. Goodpaster (1982). Kohlbergian Theory: A Philosophical Counterinvitation. Ethics 92 (3):491-498.
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  14.  3
    Kenneth E. Goodpaster (1984). Testing Morality in Organizations. International Journal of Applied Philosophy 2 (1):35-38.
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  15.  6
    Kenneth E. Goodpaster (1980). On Stopping at Everything: A Reply to W. M. Hunt. Environmental Ethics 2 (3):281-284.
    Contrary to W. Murray Hunt’s suggestion, living things deserve moral consideration and inanimate objects do not precisely because living things can intelligibly be said to have interests (and inanimate objects cannot intelligibly said to have interests). Interests are crucial because the concept of morality is noncontingently related to beneficence or nonmaleficence, notions which misfire completely in theabsence of entities capable of being benefited or harmed.
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  16.  20
    Kenneth E. Goodpaster (1987). The Principle of Moral Projection: A Reply to Professor Ranken. [REVIEW] Journal of Business Ethics 6 (4):329 - 332.
    This article responds to two criticisms by Professor Nani Ranken of the Principle of Moral Projection in business ethics. In the process it enlarges upon our understanding of the moral agenda of management and the corporation as a participant in ethical transactions.
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  17.  17
    Kenneth E. Goodpaster (1980). On Stopping at Everything. Environmental Ethics 2 (3):281-284.
    Contrary to W. Murray Hunt’s suggestion, living things deserve moral consideration and inanimate objects do not precisely because living things can intelligibly be said to have interests (and inanimate objects cannot intelligibly said to have interests). Interests are crucial because the concept of morality is noncontingently related to beneficence or nonmaleficence, notions which misfire completely in theabsence of entities capable of being benefited or harmed.
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  18.  0
    Kenneth E. Goodpaster (1994). Work, Spirituality, and the Moral Point of View. International Journal of Value-Based Management 7 (1):49-62.
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  19.  4
    Kenneth E. Goodpaster & John B. Matthews Jr (forthcoming). A. The Corporation as an Individual Can a Corporation Have a Consoienoe? Business Ethics.
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  20.  3
    Kenneth E. Goodpaster (2013). Tenacity: The American Pursuit of Corporate Responsibility. Business and Society Review 118 (4):577-605.
    This article attempts to answer the question, “What are the most important ideas from serving as Executive Editor of the five‐year history project that culminated in the book, Corporate Responsibility: The American Experience?” The ideas focus on clarifying the phenomenon of tenacity; looking at three foundations of our tenacity; and asking “How fragile is our tenacity?” This article also presents three foundational principles that underlie the American experience of corporate responsibility. First, the Checks & Balances Principle tells us that there (...)
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  21.  10
    Kenneth E. Goodpaster & T. Dean Maines (2004). US Citizen Bank: A Case Study. Business and Professional Ethics Journal 23 (1/2):93-133.
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  22.  9
    Kenneth E. Goodpaster (2009). Positions. The Society for Business Ethics Newsletter 20 (1):14-14.
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  23.  11
    Kenneth E. Goodpaster (1981). Book Review:Ethical Theory and Business. Tom L. Beauchamp, Norman E. Bowie. [REVIEW] Ethics 91 (3):525-.
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  24.  5
    Kenneth E. Goodpaster (1974). On Justifying Moral Judgments. New Scholasticism 48 (4):533-539.
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  25.  5
    Kenneth E. Goodpaster (1982). Corporations and Morality. Business and Professional Ethics Journal 1 (3):101-105.
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  26.  1
    Kenneth E. Goodpaster (2013). Corporate Culture. In Hugh LaFollette (ed.), The Ruffin Series in Business Ethics. Wiley-Blackwell 84-89.
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  27.  3
    Kenneth E. Goodpaster (1977). Satisfaction of Interest and the Concept of Morality. New Scholasticism 51 (2):262-266.
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  28.  1
    Kenneth E. Goodpaster (2001). Archons and Acolytes. Business Ethics Quarterly 11 (2):391-400.
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  29.  3
    Kenneth E. Goodpaster (1983). Commentary. Business and Professional Ethics Journal 2 (4):100-103.
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  30.  1
    Kenneth E. Goodpaster (1983). Should Sponsors Screen for Moral Values? Hastings Center Report 13 (6):17-18.
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  31.  1
    Kenneth E. Goodpaster (2003). Some Challenges of Social Screening. Journal of Business Ethics 43 (3):239 - 246.
    The ultimate challenge with which we are presented in connection with social investing is no more and no less than this: enhancing the function of conscience in the modern global business corporation. As with individual conscience, however, corporate conscience can be influenced in two ways: from the inside and from the outside. Investment decisions provide external influences, while management values provide influence from the inside.
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  32. Kenneth E. Goodpaster (1985). Analysis]: Business Ethics and Stakeholder Analysis. Business Ethics Quarterly 4:227-232.
     
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  33. Kenneth E. Goodpaster & Kenneth M. Sayre (1979). Ethics and Problems of the 21st Century.
     
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  34.  0
    Kenneth E. Goodpaster (1982). Is Teaching Ethics 'Making' or 'Doing'? Hastings Center Report 12 (1):37-39.
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  35. John Bowers Matthews, Kenneth E. Goodpaster & Laura L. Nash (1985). Policies and Persons a Casebook in Business Ethics.
     
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