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Patrick Maclagan [13]Patrick W. Maclagan [1]
  1. Patrick Maclagan (2014). Moral Dilemmas, Moral Reasons and Moral Learning: Interpreting a Real Case in Terms of Particularistic Theory. Business Ethics: A European Review 23 (3).
    The core of the paper consists of dialogue from a true case where an employee experienced moral dilemmas following a disquieting directive from his manager. The case is considered from the perspective of Dancy's particularistic theory of moral reasons (with some insight also from Ross's theory of prima facie duties). This case was chosen not to illustrate the theory, but rather to test the assumption that an approach to moral judgement based on Ross and Dancy has general applicability. It is (...)
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  2. Patrick Maclagan (2012). Conflicting Obligations, Moral Dilemmas and the Development of Judgement Through Business Ethics Education. Business Ethics 21 (2):183-197.
    Learning to address moral dilemmas is important for participants on courses in business ethics and corporate social responsibility (CSR). While modern, rule-based ethical theory often provides the normative input here, this has faced criticism in its application. In response, post-modern and Aristotelian perspectives have found favour. This paper follows a similar line, presenting an approach based initially on a critical interpretation of Ross's theory of prima facie duties, which emphasises moral judgement in actual situations. However, the retention of a modern (...)
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  3. Patrick Maclagan & Tim Campbell (2011). Focusing on Individuals' Ethical Judgement in Corporate Social Responsibility Curricula. Business Ethics 20 (4):392-404.
    Adequate discussion of individuals' moral deliberation is notably absent from much of the literature on corporate social responsibility (CSR). We argue for a refocusing on the role of the individual in that context. In particular we regard this as important in CSR course design, for practical, pedagogical and moral reasons. After addressing some of the theoretical background to our argument, and noting some respects in which individual action features in the context of CSR, we consider the usefulness (or otherwise) of (...)
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  4. Roberta Bampton & Patrick Maclagan (2009). Does a 'Care Orientation' Explain Gender Differences in Ethical Decision Making? A Critical Analysis and Fresh Findings. Business Ethics 18 (2):179-191.
    Over the past two decades there has been a great deal of research conducted into the question of gender differences in ethical decision making in organisations. Much of this has been based on questionnaire surveys, typically asking respondents (often students, sometimes professionals) to judge the moral acceptability of actions as described in short cases or vignettes. Overall the results seem inconclusive, although what differences have been noted tend to show women as 'more ethical' than men. The authors of this paper (...)
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  5. Patrick Maclagan (2007). Hierarchical Control or Individuals' Moral Autonomy? Addressing a Fundamental Tension in the Management of Business Ethics. Business Ethics 16 (1):48–61.
  6. Roberta Bampton & Patrick Maclagan (2005). Why Teach Ethics to Accounting Students? A Response to the Sceptics. Business Ethics 14 (3):290–300.
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  7. Christine A. Hemingway & Patrick W. Maclagan (2004). Managers' Personal Values as Drivers of Corporate Social Responsibility. Journal of Business Ethics 50 (1):33-44.
    In this theoretical paper, motives for CSR are considered. An underlying assumption is that the commercial imperative is not the sole driver of CSR decision-making in private sector companies, but that the formal adoption and implementation of CSR by corporations could be associated with the changing personal values of individual managers. These values may find expression through the opportunity to exercise discretion, which may arise in various ways. It is suggested that in so far as CSR initiatives represent individuals' values, (...)
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  8. Patrick Maclagan (2003). Self-Actualisation as a Moral Concept and the Implications for Motivation in Organisations: A Kantian Argument. Business Ethics 12 (4):334–342.
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  9. Patrick Maclagan (2003). Varieties of Moral Issue and Dilemma: A Framework for the Analysis of Case Material in Business Ethics Education. [REVIEW] Journal of Business Ethics 48 (1):21 - 32.
    This paper builds on a number of ideas concerning the nature, management and representation in case studies, of moral issues and dilemmas as experienced by people in organisations. Drawing on some cases used in teaching business ethics, and utilising a checklist of questions derived from the more general theoretical analysis, suggestions are offered regarding the contributions which such cases can make in developing students' understanding and potential for performative competence in real life situations. The distinction between issues and dilemmas is (...)
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  10. Patrick Maclagan (2002). Reflections on the Integration of Ethics Teaching Into a British Undergraduate Management Degree Programme. Teaching Business Ethics 6 (3):297-318.
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  11. Patrick Maclagan (1999). Corporate Social Responsibility as a Participative Process. Business Ethics 8 (1):43–49.
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  12. Patrick Maclagan (1998). Management and Morality: A Developmental Perspective. Sage.
    Management and Morality provides a comprehensive and accessible overview of the moral and ethical dimension to organizational and individual behavior, while adding an original, developmental perceptive. Management and Morality combines organizational theory and behavior with approaches to organizational and individual development. The first two sections of the book, Ethical Thinking and Management Practice, and Moral Issues in Organizations, provide a clear and thorough coverage of these areas relevant to ethical behavior in and of organizations. On this basis, the third section, (...)
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  13. Patrick Maclagan (1996). The Organizational Context for Moral Development: Questions of Power and Access. [REVIEW] Journal of Business Ethics 15 (6):645 - 654.
    In this article it is argued that much research into processes of moral learning and development in organisations has been conducted under somewhat controlled conditions, and that these do not permit testing of individuals' thought and action under more extreme circumstances. Therefore in practice one needs to acknowledge the effect of the actual organisational context. Three aspects or issues concerning the effect of this context on interventions are identified: first, systemic factors, especially corporate culture, impact on individual behaviour; second, consultants (...)
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  14. Patrick Maclagan (1992). Management Development and Business Ethics: A View From the U.K. [REVIEW] Journal of Business Ethics 11 (4):321 - 328.
    This article is written in the context of current British interest in management training and development, in which an emphasis on competency is viewed critically, as technically oriented, with little attention paid to ethics and moral values. It is suggested that a concern for ethics in management development can be expressed in terms of four requisite management attributes or qualities: theoretical knowledge and understanding; affective qualities; personal and interpersonal skills; and self-knowledge. Following Kohlberg''s work on moral development, the cultivation of (...)
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