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  1. Richard P. Nielsen (forthcoming). The Politics of Long-Term Corruption Reform: A Combined Social Movement and Action-Learning Approach. Business Ethics Quarterly.
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  2. Richard P. Nielsen (2013). Whistle-Blowing Methods for Navigating Within and Helping Reform Regulatory Institutions. [REVIEW] Journal of Business Ethics 112 (3):385-395.
    There are at least four important, institutional obstacles to whistle-blowing to regulatory institutions. First, regulatory institutions are often systematically understaffed and do not have the resources needed to adequately process whistle-blowing cases. Second, regulators who process whistle-blowing cases are often systematically inexperienced and do not understand the strategic importance of whistle-blowing cases. Third, regulators are often under systemic pressure from the politicians who appoint them to ignore whistle-blowing cases relevant to their sources of financial and/or ideological political support. Fourth, there (...)
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  3. Richard P. Nielsen & Felipe G. Massa (2013). Reintegrating Ethics and Institutional Theories. Journal of Business Ethics 115 (1):135-147.
    Organizational ethics and institutional theories are extended by recovering Weberian and Pre-Weberian theorizing that emphasized the joining of ethics and institutional theories. Understanding how ethics and institutional systems influence each other can advance our understanding of the nature and causes of structural organizational ethics issues and help guide potential reforms. We consider the interplay of these elements during the recession of 2008–2009, highlighting how structural ethics problems may have to be addressed at the institutional levels and not solely the individual (...)
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  4. Richard P. Nielsen (2010). High Leverage Finance Capitalism, The Economic Crisis, Structurally Related Ethics Issues, and Potential Reforms. Business Ethics Quarterly 20 (2):299-330.
    In this updated and revised version of his 2008 Society for Business Ethics presidential address, Richard Nielsen documents the characteristics and extent of the 2007–2009 economic crisis and analyzes how the ethics issues of the economic crisis are structurally related to a relatively new form of capitalism, high-leverage finance capitalism. Four types of high-leverage finance capitalism are considered: hedge funds; private equity-leveraged buyouts; high-leverage, subprime mortgage banking; and high-leverage banking.The structurally related problems with the four types of high-leverage finance capitalism (...)
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  5. Richard P. Nielsen (2009). Varieties of Win–Win Solutions to Problems with Ethical Dimensions. Journal of Business Ethics 88 (2):333 - 349.
    The purpose of this article is to help educators and managers learn about a variety of win—win solutions to problems with ethical dimensions. The hope is that the larger the variety of win-win solutions we can consider, the higher the probability that we can find at least one that satisfies both ethical and material concerns. This article is motivated by the experiences of managers who have found that they need win-win solutions because it is very difficult to effectively advocate ethical (...)
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  6. Richard P. Nielsen (2008). President's Report. The Society for Business Ethics Newsletter 18 (4):1-1.
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  7. Richard P. Nielsen (2008). Report From the President. The Society for Business Ethics Newsletter 19 (1):1-1.
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  8. Richard P. Nielsen (2008). Society for Business Ethics Conference Dialogue: Hedge Funds and Private Equity-the Private Equity-Leveraged Buyout Form of Finance Capitalism: Ethical and Social Issues, and Potential Reforms. Business Ethics Quarterly 18 (3):379.
     
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  9. Richard P. Nielsen (2008). The Private Equity-Leveraged Buyout Form of Finance Capitalism: Ethical and Social Issues, and Potential Reforms. Business Ethics Quarterly 18 (3):379-404.
    This article explains how the private equity-leveraged buyout type of financial institution (PE-LBO) operates as a form of finance capitalism. PE-LBO capitalism is described and compared with other types of capitalism such as family business capitalism, managerial capitalism, and other forms of finance capitalism such as shareholder value capitalism. Ethical and social issues structurally related to the PE-LBO form are analyzed. Potential reforms and/or solutions are considered.
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  10. Richard P. Nielsen (2008). The Private Equity-Leveraged Buyout Form of Finance Capitalism. Business Ethics Quarterly 18 (3):379-404.
    This article explains how the private equity-leveraged buyout type of financial institution (PE-LBO) operates as a form of finance capitalism. PE-LBO capitalism is described and compared with other types of capitalism such as family business capitalism, managerial capitalism, and other forms of finance capitalism such as shareholder value capitalism. Ethical and social issues structurally related to the PE-LBO form are analyzed. Potential reforms and/or solutions are considered.
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  11. Richard P. Nielsen (2005). Preliminary Minutes of 2005 SBE Annual Business Meeting. The Society for Business Ethics Newsletter 16 (2):12-12.
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  12. Richard P. Nielsen & Ron Dufresne (2005). Can Ethical Organizational Character Be Stimulated and Enabled?: “Upbuilding” Dialog as Crisis Management Method. [REVIEW] Journal of Business Ethics 57 (4):311 - 326.
    Crisis management can be simultaneously a content specific problem solving process and an opportunity for stimulating and enabling an organizations ethical tradition. Crisis can be an opportunity for ethical organizational development. Kierkegaardian upbuilding dialog method builds from within the internal ethical tradition of an organization to respond to crises while simultaneously adapting and protecting the organizations tradition. The crisis itself may not be a directly ethical crisis, but the method of responding to the crisis is built upon the ethical foundations (...)
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  13. Richard P. Nielsen (2004). Systematic Corruption in Financial Services, Types of Capitalism, and Ethics Intervention Methods. Business and Professional Ethics Journal 23 (1/2):135-165.
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  14. Richard P. Nielsen (2003). Corruption Networks and Implications for Ethical Corruption Reform. Journal of Business Ethics 42 (2):125 - 149.
    The problem this article focuses on is not the isolated individual act of corruption, but the systematic, pervasive sub-system of corruption that can and has existed across historical periods, geographic areas, and political-economic systems. It is important to first understand how corrupt and unethical subsystems operate, particularly their network nature, in order to reform and change them while not becoming what we are trying to change. Twelve key system elements are considered that include case examples from Asia, Latin America, the (...)
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  15. Richard P. Nielsen (2002). Business Citizenship and United States “Investor Capitalism”. The Ruffin Series of the Society for Business Ethics 2002:231-239.
    There are several different types of capitalist political-economies and business organizations. Consequently, the implications for business citizenship behaviors are also quite different. In the older “large family owned business” and “managerial capitalism” forms there are important structural opportunities for a social contract and balancing of the needs of various stakeholder groups. In the “investor capitalist” form which emerged in the 1980s and has come to dominate the U.S. political-economic system, there is a dominant priority toward optimization of the shareholder wealth (...)
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  16. Richard P. Nielsen (2000). Do Internal Due Process System Permit Adequate Political and Moral Space for Ethics Voice, Praxis, and Community? Journal of Business Ethics 24 (1):1 - 27.
    Internal due process systems are the formal mechanisms thatmany organizations use to address and resolve ethics conflicts.Problematical due process systems such asinvestigation-punishment and grievance-arbitration systemsnarrowly constrain the political and moral space needed formeaningful ethics voice, praxis, and community. The relativelyuncommon employee board and mediator-counselor types of systemscan help solve such problems. The employee board andmediator-counselor systems permit questioning not only of guiltwith respect to policy violations but also the appropriateness ofthe policies as well as potential biases in an organization'sembedded tradition-system (...)
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  17. Richard P. Nielsen (2000). Intrapreneurship as a Peaceful and Ethical Transition Strategy Toward Privatization. Journal of Business Ethics 25 (2):157 - 167.
    The problem this article is concerned with is the failure ofmany large organizations in formerly socialist countries and inpublic sectors of market economies to make effective, peaceful,and ethical transformation from command to market responsiveorganization and privatization. There are at least threeimportant behavioral causes of this problem. First, organizationtransformation is blocked because the organization tries tochange "all at once" before the organization has learned how toact successfully in a new for the organization environment as amarket responsive instead of a command organization (...)
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  18. Richard P. Nielsen (2000). The Politics of Long-Term Corruption Reform. Business Ethics Quarterly 10 (1):305-317.
    The problem this paper is concerned with is the politics of reforming embedded, parasitic, sometimes predatory, networkbased,corruption subsystems. The politics of corruption subsystems is often embedded in social structures sustained by the collectiveaction of interest groups who benefit from the corruption. Therefore, the long-term effectiveness of approaches that focus solely onisolated, individual acts of corruption are limited. The politics of long-term corruption reform can benefit from a combined action-learning and social movement–based collective approach.
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  19. Richard P. Nielsen (1998). Can Ethical Character Be Stimulated And Enabled? Business Ethics Quarterly 8 (3):581-604.
    There can be ethical understanding of organizational policy issues and that is important. However, there can be policy understandingabout what the organization should do without understanding of individual level responsibility. There can be cognitive understanding of both policy and individual level ethics responsibilities and that is important. However, there can be cognitive understanding without affective, emotive concern. Intellectual understanding without affective concern can lead to understanding without motivation. There can be cognitive understanding and affective concern and that is important, but (...)
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  20. Richard P. Nielsen (1996). Appendix. The Ruffin Series in Business Ethics:219-234.
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  21. Richard P. Nielsen (1996). A Politics of Ethics Frarnework Based on Action-Learning. The Ruffin Series in Business Ethics:33-38.
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  22. Richard P. Nielsen (1996). Conclusion. The Ruffin Series in Business Ethics:212-218.
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  23. Richard P. Nielsen (1996). Double-Loop, Dialog Methods. The Ruffin Series in Business Ethics:73-105.
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  24. Richard P. Nielsen (1996). Friendly Disentangling. The Ruffin Series in Business Ethics:106-121.
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  25. Richard P. Nielsen (1996). Friendly Upbuilding. The Ruffin Series in Business Ethics:122-140.
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  26. Richard P. Nielsen (1996). Index. The Ruffin Series in Business Ethics:253-255.
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  27. Richard P. Nielsen (1996). Introduction. The Ruffin Series in Business Ethics:3-9.
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  28. Richard P. Nielsen (1996). Internal Due-Process Systems. The Ruffin Series in Business Ethics:157-186.
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  29. Richard P. Nielsen (1996). Obstacles to Ethical Organization Behavior. The Ruffin Series in Business Ethics:10-32.
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  30. Richard P. Nielsen (1996). References. The Ruffin Series in Business Ethics:235-251.
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  31. Richard P. Nielsen (1996). Single-, Double-, and Triple-Loop Politics. The Ruffin Series in Business Ethics:187-211.
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  32. Richard P. Nielsen (1996). Single-Loop, Win-Lose Forcing Methods. The Ruffin Series in Business Ethics:39-54.
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  33. Richard P. Nielsen (1996). Single-Loop, Win-Win Methods. The Ruffin Series in Business Ethics:55-72.
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  34. Richard P. Nielsen (1996). The Politics of Ethics: Methods for Acting, Learning, and Sometimes Fighting with Others in Addressing Ethics Problems in Organizational Life. Oxford University Press.
    Can ethical character be stimulated and enabled? Cognitive understanding of organizational ethics issues is important and necessary, but not sufficient. Ethical behavior does not emerge automatically. Effective political method is necessary. While it may be difficult to teach ethical character, nonetheless, skill development with respect to joined ethics understanding and action-learning methods can help us develop the skills and confidence we need to actualize our ethical characters and social concerns. An action-learning approach to organizational ethics can help stimulate and enable (...)
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  35. Richard P. Nielsen (1996). Varieties of Postmodernism. The Ruffin Series in Business Ethics:141-156.
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  36. Richard P. Nielsen & Jean M. Bartunek (1996). Opening Narrow, Routinized Schemata to Ethical Stakeholder Consciousness and Action. Business and Society 35 (4):483-519.
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  37. Richard P. Nielsen (1993). Organization Ethics From a Perspective of Praxis. Business Ethics Quarterly 3 (2):131-151.
    Organization ethics praxis is theory and method of appropriate action for addressing ethics issues and developing ethical organizations. The perspective of praxis (theory and method of action) is important and different from the perspectives of theoria (theory of understanding), epistemology (ways of knowing), and ontology (ways of being/existing). Praxis is the least developed area within the field of organization ethics. Differences between theoria and praxis are considered within the context of Kohlberg-Gilligan developmental ethics where part of the controversy may be (...)
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  38. Richard P. Nielsen (1993). Varieties of Postmodernism as Moments in Ethics Action-Learning. Business Ethics Quarterly 3 (3):251-269.
    Through an international case study, this paper illustrates how a conversation method was used effectively to address a cross-cultural ethics problem. The method included as moments in one continuous process three different dimensions of postmodernism-Gadamer reconstruction, Derrida deconstruction, and Rorty neopragmatism. In addition to including different dimensions of postmodernism, the method combines effective mutual learning and effective action. Strengths and limitations of the approach are discussed. The article demonstrates how it can be beneficial to build bridges between and within the (...)
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  39. Richard P. Nielsen (1991). 'I Am We' Consciousness and Dialog as Organizational Ethics Method. Journal of Business Ethics 10 (9):649 - 663.
    There is a practical five-step method of ethics dialog developed by John Woolman, an 18th c. businessman and ethical activist, that was used by Robert K. Greenleaf, a 20th c. A.T.&T. Corporate Vice-President, that includes: (a) friendly, emotive affect; (b) discussion of mutual commonalities; (c) discussion of issue entanglements; (d) discussion of potential experimental solutions; and, (e) trial and feedback discussion. This method of dialog appears to proceed with a type of consciousness considered by John Woolman and Bernard Lonergan as (...)
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  40. Richard P. Nielsen (1990). Dialogic Leadership as Ethics Action (Praxis) Method. Journal of Business Ethics 9 (10):765 - 783.
    Dialogic leadership as ethics method respects, values, and works toward organizational objectives. However, in those situations where there may be conflicts and/or contradictions between what is ethical and what is in the material interest of individuals and/or the organization, the dialogic leader initiates discussion with others (peers, subordinates, superiors) about what is ethical with at least something of a prior ethics truth intention and not singularly a value neutral, constrained optimization of organizational objectives. Cases are considered where dialogic leadership: (1) (...)
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  41. Richard P. Nielsen (1989). Negotiating as an Ethics Action (Praxis) Strategy. Journal of Business Ethics 8 (5):383 - 390.
    Ethical reasoning as an action (praxis) as opposed to a knowing (epistemology) strategy is not always effective in guilding ethical, stopping or turning around unethical organizational behavior. In contrast, nonviolent forcing strategies can be very effective, but also destructive. If reasoning is an idealistic thesis and forcing is its pragmatic, material antithesis, then do we need a synthesis action (praxis) strategy such as problem solving negotiating? There are also limitations with negotiating.
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  42. Richard P. Nielsen (1988). Limitations of Ethical Reasoning as an Action (Praxis) Strategy. Journal of Business Ethics 7 (10):725 - 733.
    For both philosophers and managers, reasoning with ourselves and others can be used both as (1) a way of knowing what is ethical and (2) a way of acting to help ourselves, others and organizations behave ethically. However, for many of us, knowing is frequently not the same as acting. Four areas are addressed: (1) thirteen limitations of ethical reasoning as an action strategy; (2) how a better understanding of these limitations can strengthen ethical reasoning as an action strategy; (3) (...)
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  43. Richard P. Nielsen (1987). What Can Managers Do About Unethical Management? Journal of Business Ethics 6 (4):309 - 320.
    What can and should we do as managers and administrators when our sense of personal morality is at odds with our organization's behavior? Among the many alternatives are: (1) not think about it; (2) go along and get along; (3) protest; (4) conscientiously object; (5) leave; (6) secretly blow the whistle; (7) publicly blow the whistle; (8) secretly threaten to blow the whistle; (9) sabotage; and, (10) negotiate and build consensus for a change in the unethical behavior. This article considers (...)
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  44. Richard P. Nielsen (1984). Pluralism in the Mass Media: Can Management Participation Help? [REVIEW] Journal of Business Ethics 3 (4):335 - 341.
    Concentration and lack of plurality of media control is significant and appears to be increasing. The potential danger to a democracy of a lack of plurality of media control is serious. There are opportunities for greater plurality and freedom of expression through professional employee decision making partcipation. There are practical precedents for professional employee management participation in the media. Therefore, professional media employee management participation deserves to be seriously considered. Limitations of the principle are also considered.
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  45. Richard P. Nielsen (1984). Toward an Action Philosophy for Managers Based on Arendt and Tillich. Journal of Business Ethics 3 (2):153 - 161.
    On the basis of the Weber, Jaspers, and Arendt style ‘ideal types’ of the manager as Eichmann, Richard III, and Faust it is explained how under strong organizational pressures to obey orders and further organizational ends, different types of managers cooperate with organization behavior that harms people. On the basis of Arendt's and Tillich's action philosophies, the manager as Institution Citizen with the courage to be both as oneself and as a part is presented as alternative, contrast, and resistance model (...)
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