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  1. Mollie Painter-Morland (2013). The Relationship Between Identity Crises and Crises of Control. Journal of Business Ethics 114 (1):1-14.
    Corporate governance is a theme that is important to Business Ethicists for various reasons. It relates to how and for whose benefit corporations are governed, to how important corporate decisions are taken, and to how organizational cultures are “managed.” In this article, it will be argued that in each of these respects, corporate governance relies on particular identity constructs that need to be questioned. In fact, it will be argued that the way in which corporate governance initiatives address the various (...)
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  2. Mollie Painter-Morland (2012). Academic Response to Richard Straub. Business and Professional Ethics Journal 31 (2):355.
     
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  3. Richard Straub & Mollie Painter-Morland (2012). From CSR to Sustainable Business—Transformational Leadership in Action. Business and Professional Ethics Journal 31 (2):349-361.
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  4. Mollie Painter-Morland (2011). Rethinking Responsible Agency in Corporations: Perspectives From Deleuze and Guattari. [REVIEW] Journal of Business Ethics 101 (S1):83-95.
    The notion of “responsibility” can be understood in a number of different ways, namely as being accountable for one’s actions, as a personal trait, or as a task or duty that results from one’s role. In this article we will challenge the assumptions that underpin each of these employments of the word “responsibility” and seek to redefine the concept as such. The main thrust of the argument is that we need to critically interrogate the idea of “identity” and deliberate decision-making (...)
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  5. Mollie Painter-Morland & René ten Bos (eds.) (2011). Business Ethics and Continental Philosophy. Cambridge University Press.
    Machine generated contents note: Introduction Mollie Painter-Morland and Rene; ten Bos; 1. Globalization Rene; ten Bos; 2. Corporate agency Mollie Painter-Morland; 3. Stakeholders David Bevan and Pat Werhane; 4. Organizational culture Hugh Willmott; ENRON narrative Hugh Willmott; 5. Moral dilemmas and decision-making Mollie Painter-Morland; 6. Organizational justice Carl Rhodes; 7. Reward and compensation Mollie Painter-Morland; 8. Leadership Rene; ten Bos and Sverre Spoelstra; 9. Whistle-blowing Mollie Painter-Morland and Rene; ten Bos; 10. Marketing Janet Borgerson; 11. CSR Stephen Dunne and Rene; (...)
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  6. Patricia H. Werhane & Mollie Painter-Morland (2011). Editors' Introduction. Business and Professional Ethics Journal 30 (3-4):177-178.
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  7. Mollie Painter-Morland (2010). Guest Editor's Introduction. Philosophy Today 54 (1):3-6.
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  8. Mollie Painter-Morland (2010). Questioning Corporate Codes of Ethics. Business Ethics 19 (3):265-279.
    This paper argues that corporate Codes of Ethics lose their ability to further moral responsiveness because of the narrow instrumental purposes that inform their adoption and use. It draws on Jacques Derrida's reading of Emmanuel Levinas to argue that, despite the fact that all philosophical language entails a certain violence, corporate Codes of Ethics could potentially play a more meaningful role in furthering ethical questioning within corporations. The paper argues that Derrida's reading of Levinas' notion of 'the third' could precipitate (...)
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  9. Mollie Painter-Morland, Laura P. Hartman & Patricia H. Werhane (2010). Note From the Editors. Business and Professional Ethics Journal 29 (1/4):1-2.
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  10. Mollie Painter-Morland & Kris Dobie (2009). Ethics and Sustainability Within SMEs1 in Sub-Saharan Africa: Enabling, Constraining and Contaminating Relationships. African Journal of Business Ethics 4 (2):7.
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  11. Mollie Painter-Morland (2008). Business Ethics as Practice: Ethics as the Everyday Business of Business. Cambridge University Press.
    The dissociation of ethics with practice -- Reconsidering approaches to moral reasoning -- Moral agency reconsidered -- Reconsidering values -- Leadership and accountability -- Reconsidering ethics management.
     
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  12. Mollie Painter-Morland (2008). Systemic Leadership and the Emergence of Ethical Responsiveness. Journal of Business Ethics 82 (2):509 - 524.
    The author of this paper argues that the responsibility to nurture and encourage a relationally responsive ethical attitude among the members of an organizational system is shared by all who participate in it. In the dynamic environment of a complex adaptive organizational system where it is impossible to anticipate and legislate for every potential circumstantial contingency, creating and sustaining relationships of trust has to be a systemic capacity of the entire organization. Leadership is socially constructed, as the need for it (...)
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  13. Mollie Painter-Morland (2007). Defining Accountability in a Network Society. Business Ethics Quarterly 17 (3):515-534.
    This paper challenges some of the basic epistemological assumptions that underpin our current conceptions of accountability.Recent legislative developments like Sarbanes-Oxley attempt to enhance accountability in the business environment through the employment of checks and balances and the threat of individual liability. This kind of legalistic strategy still seems to assume the existence of an individual agent who employs moral principles to come to decisions in a deliberate, impartial manner. This paper will emphasize that moral decision-making often does not take place (...)
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  14. Mollie Painter-Morland (2006). Redefining Accountability as Relational Responsiveness. Journal of Business Ethics 66 (1):89 - 98.
    The way in which accountability is currently employed in business ethics practice is based on a few central assumptions. It is assumed, for instance, that ethical failures result from the deliberate, rational decision-making of moral agents. A second important assumption is that there is a direct cause and effect relationship between the decisions and actions of individuals and the consequences of those decisions. Furthermore, the current approach towards accountability failures relies on the ability on legal sanctions to deter agents from (...)
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  15. Mollie Painter-Morland (2006). Triple Bottom-Line Reporting as Social Grammar: Integrating Corporate Social Responsibility and Corporate Codes of Conduct. Business Ethics 15 (4):352–364.
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  16. Mollie Painter-Morland (2004). A Response to William C. Frederick. The Ruffin Series of the Society for Business Ethics 2004:177-188.
    This paper addresses the inherent danger of relativism in any naturalistic theory about moral decision-making and action. The implications of Frederick’s naturalistic view of corporations can easily lead one to believe that it has become impossible for theevolutionary firm (EF) to act with moral responsibility. However, if Frederick’s naturalistic account is located within the context of hisand other writers’ insights about complexity science, it may become possible to maintain a sense of creative, pragmatic moral decision-making in the face of supposedly (...)
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  17. Mollie Painter-Morland (2004). Narrative Engagement. Teaching Ethics 5 (1):1-21.
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  18. Mollie Painter-Morland, Juan Fontrodona, W. Michael Hoffman & Mark Rowe (2003). Conversations Across Continents: Teaching Business Ethics Online. [REVIEW] Journal of Business Ethics 48 (1):75-88.
    The paper focuses on an online business ethics course that three professors (Painter-Morland, Fontrodona and Hoffman) taught together, and in which the fourth author (Rowe) participated as a student, from their respective locations on three continents. The course was conducted using Centra software, which allowed for synchronous online interaction. The class included students from Europe, South Africa and the United States. In order to assess the value of synchronous online teaching for ethics training, the paper identifies certain knowledge, skills and (...)
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  19. Mollie Painter-Morland (2002). Dealing with Difference and Dissensus Within the Tertiary Environment. South African Journal of Philosophy 21 (2):113-121.
    An important challenge that many South African organisations face, is to find a way of dealing with difference that allows for unity amidst diversity. To make this possible, institutional frameworks should function as guiding and unifying forces without becoming repressing, totalising structures. Part of this process entails recognising that difference and dissensus need not result in fragmentation and a loss of organisational identity. In fact, when harnessed effectively, difference and dissensus can be come valuable resources for renewal and realignment within (...)
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