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Manuel Velasquez [14]Manuel G. Velasquez [7]
  1. Jinhua Cui, Hoje Jo, Haejung Na & Manuel G. Velasquez (forthcoming). Workforce Diversity and Religiosity. Journal of Business Ethics.
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  2. Manuel Velasquez (forthcoming). International Business Ethics: The Aluminum Companies in Jamaica. Business Ethics Quarterly.
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  3. Manuel G. Velasquez (forthcoming). Toy Wars. Business Ethics: Concepts and Cases.
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  4. Manuel Velasquez (2010). Corruption and Bribery. In George G. Brenkert & Tom L. Beauchamp (eds.), The Oxford Handbook of Business Ethics. Oxford University Press.
     
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  5. 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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  6. Manuel Velasquez (2009). Development, Justice, and Technology Transfer in China: The Case of HP and Legend. [REVIEW] Journal of Business Ethics 89 (2):157 - 166.
    In 1978, 16 months after Mao Zedong's death, China's new leader, Deng Xiaoping, introduced market reforms and an "opening" to the West that allowed the US company Hewlett-Packard (HP) to enter China in 1981. Shortly thereafter, HP began a partnership with the Chinese company Legend Computer (now Lenovo), through which HP transferred its technology in four main areas: (1) product technology, (2) business model, (3) management practices, and (4) strategic planning processes. This technology transfer seems to be a "just exchange" (...)
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  7. Manuel G. Velasquez (2005). The Ethics of Consumer Production. In Fritz Allhoff & Anand Vaidya (eds.), Business Ethics. Sage Publications. 3.
     
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  8. Dennis J. Moberg & Manuel Velasquez (2004). The Ethics of Mentoring. Business Ethics Quarterly 14 (1):95-122.
    Mentoring is an age-old process that continues to be practiced in most contemporary organizations. Although mentors are oftenheralded as virtuous agents of essential continuity, mentoring commonly results in serious dysfunctions. Not only do mentors too oftenexclude people different from themselves, but also the people they mentor are frequently abused in the process. Based on the conception of mentor as a quasi-professional, this paper lays out the ethical responsibilities of both parties in the mentoring process.
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  9. Manuel Velasquez (2003). Debunking Corporate Moral Responsibility. Business Ethics Quarterly 13 (4):531-562.
    I address three topics. First, I argue that the issue of corporate moral responsibility is an important one for business ethics.Second, I examine a core argument for the claim that the corporate organization is a separate moral agent and show it is based on anunnoticed but elementary mistake deriving from the fallacy of division. Third, I examine the assumptions collectivists make about whatit means to say that organizations act and that they act intentionally and show that these assumptions are mistaken (...)
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  10. Manuel Velasquez (2002). Moral Reasoning. In Norman E. Bowie (ed.), The Blackwell Guide to Business Ethics. Blackwell. 6--102.
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  11. Manuel Velasquez (2001). Catholic Natural Law and Business Ethics. Spiritual Goods 2001:107-140.
    This article describes Catholic natural law tradition by examining its origins in the medieval penitentials, the papal decretals, the writings of Thomas Aquinas, and seventeenth-century casuistry. Catholic natural law emerges as a flexible ethic that conceives of human nature as rational and as oriented to certain basic goods that ought to be pursued and whose pursuit is made possible by the virtues. Four approaches to natural law that have evolved within the United States during the twentieth century are then identified, (...)
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  12. Manuel Velasquez (2000). Globalization and the Failure of Ethics. Business Ethics Quarterly 10 (1):343-352.
    As the 21st century breaks upon us, no ethical issues in business appear as significant as those being created by the rapidglobalization of business. Globalization has created numerous ethical problems for the manager of the multinational corporation. What does justice demand, for example, in the relations between a multinational and its host country, particularly when that country is less developed? Should human rights principles govern the relations between a multinational and the workers of a host country, and if so, which (...)
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  13. Manuel Velasquez (1996). Why Ethics Matters: A Defense of Ethics in Business Organizations. Business Ethics Quarterly 6 (2):201.
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  14. Gerald F. Cavanagh, Dennis J. Moberg & Manuel Velasquez (1995). Making Business Ethics Practical. Business Ethics Quarterly 5 (3):399-418.
    Our critics confuse the role normative ethical theory can take in business ethics. We argue that as a practical discipline, business ethics must focus on norms, not the theories from which the norms derive. It is true that our original work is defective, but not in its form, but in its neglect of contemporary advances in feminist ethics.
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  15. Manuel Velasquez (1995). International Business Ethics. Business Ethics Quarterly 5 (4):865-882.
    I evaluate the adequacy of the three models of international business ethics that have been recently proposed by Thomas Donald son, Gerard Elfstrom and Richard De George. Using the example of the conduct of the aluminum companies in Jamaica, I argue that these three models fail to address the most important of the ethical issues encountered by multinationals because they focus too narrowly on human rights issues and on utilitarian considerations. In addition I argue that these models also evidence an (...)
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  16. Manuel G. Velasquez (1994). Some Lessons and Nonlessons of Casuist History. The Ruffin Series in Business Ethics:184-195.
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  17. Manuel Velasquez (1992). International Business, Morality, and the Common Good. Business Ethics Quarterly 2 (1):27-40.
    The author sets out a realist defense of the claim that in the absence of an international enforcement agency, multinational corporations operating in a competitive international environment cannot be said to have a moral obligation to contribute to the international common good, provided that interactions are nonrepetitive and provided effective signals of agent reliability are not possible. Examples of international common goods that meet these conditions are support of the global ozone layer and avoidance of the global greenhouse effect. Pointing (...)
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  18. Manuel Velasquez (1985). Commentary. Business and Professional Ethics Journal 4 (2):35-38.
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  19. Manuel G. Velasquez (1984). Abstract. Business and Professional Ethics Journal 3 (2):69-69.
    Properly speaking, the corporation, considered as an entity distinct from its members, cannot be morally responsible for wrongful corporate acts. Setting aside (in this abstract) acts brought about through negligence or omissions, we may say that moral responsibility for an act attaches to that agent (or agents) in whom the act "originates" in this sense: (1) the agent formed the (mental) intention or plan to bring about that act (possibly with the help of others) and (2) the act was intentionally (...)
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  20. Manuel G. Velasquez (1983). Abstract of “Why Corporations Are Not Morally Responsible for Anything They Do”. Business and Professional Ethics Journal 2 (4):99-99.
    Properly speaking, the corporation, considered as an entity distinct from its members, cannot be morally responsible for wrongful corporate acts. Setting aside (in this abstract) acts brought about through negligence or omissions, we may say that moral responsibility for an act attaches to that agent (or agents) in whom the act "originates" in this sense: (1) the agent formed the (mental) intention or plan to bring about that act (possibly with the help of others) and (2) the act was intentionally (...)
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  21. Manuel G. Velasquez (1983). Why Corporations Are Not Morally Responsible for Anything They Do. Business and Professional Ethics Journal 2 (3):1-18.
    Properly speaking, the corporation, considered as an entity distinct from its members, cannot be morally responsible for wrongful corporate acts. Setting aside (in this abstract) acts brought about through negligence or omissions, we may say that moral responsibility for an act attaches to that agent (or agents) in whom the act "originates" in this sense: (1) the agent formed the (mental) intention or plan to bring about that act (possibly with the help of others) and (2) the act was intentionally (...)
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