Search results for 'making' (try it on Scholar)

  1.  13
    Decision Making (2012). S Hared Decision Making is Widely Accepted as an Ethical Imperative1–5 and as an Important Part of Reasoned Clinical Practice. 6 Major Texts in Decision Analysis, 7 Medical Ethics, 8 and Evidence-Based Medicine9 All Encourage Physicians to Include Patients in the Decision-Making Process. [REVIEW] In Stephen Holland (ed.), Arguing About Bioethics. Routledge 346.
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  2.  48
    Jana L. Craft (2013). A Review of the Empirical Ethical Decision-Making Literature: 2004–2011. [REVIEW] Journal of Business Ethics 117 (2):221-259.
    This review summarizes the research on ethical decision-making from 2004 to 2011. Eighty-four articles were published during this period, resulting in 357 findings. Individual findings are categorized by their application to individual variables, organizational variables, or the concept of moral intensity as developed by Jones :366–395, 1991). Rest’s four-step model for ethical decision-making is used to summarize findings by dependent variable—awareness, intent, judgment, and behavior. A discussion of findings in each category is provided in order to uncover trends (...)
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  3.  92
    Michael J. O'Fallon & Kenneth D. Butterfield (2005). A Review of the Empirical Ethical Decision-Making Literature: 1996-2003. [REVIEW] Journal of Business Ethics 59 (4):375 - 413.
    This review summarizes and critiques the empirical ethical decision-making literature from 1996-2003. One hundred and seventy-four articles were published in top business journals during this period. Tables are included that summarize the findings by dependent variable - awareness, judgment, intent, and behavior. We compare this review with past reviews in order to draw conclusions regarding trends in the ethical decision-making literature and to surface directions for future research.
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  4.  67
    Hanne De Jaegher & Ezequiel Di Paolo (2007). Participatory Sense-Making. Phenomenology and the Cognitive Sciences 6 (4):485-507.
    As yet, there is no enactive account of social cognition. This paper extends the enactive concept of sense-making into the social domain. It takes as its departure point the process of interaction between individuals in a social encounter. It is a well-established finding that individuals can and generally do coordinate their movements and utterances in such situations. We argue that the interaction process can take on a form of autonomy. This allows us to reframe the problem of social (...)
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  5.  41
    Michael J. O’Fallon & Kenneth D. Butterfield (2005). A Review of the Empirical Ethical Decision-Making Literature: 1996–2003. [REVIEW] Journal of Business Ethics 59 (4):375-413.
    This review summarizes and critiques the empirical ethical decision-making literature from 1996–2003. One hundred and seventy-four articles were published in top business journals during this period. Tables are included that summarize the findings by dependent variable – awareness, judgment, intent, and behavior. We compare this review with past reviews in order to draw conclusions regarding trends in the ethical decision-making literature and to surface directions for future research.
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  6.  53
    Brad Weslake (forthcoming). Difference-Making, Closure and Exclusion. In Helen Beebee, Christopher Hitchcock & Huw Price (eds.), Making a Difference. Oxford University Press
    Consider the following causal exclusion principle: For all distinct properties F and F* such that F* supervenes on F, F and F* do not both cause a property G. Peter Menzies and Christian List have proven that it follows from a natural conception of causation as difference-making that this exclusion principle is not generally true. Rather, it turns out that whether the principle is true is a contingent matter. In addition, they have shown that in a wide range of (...)
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  7. Thomas Fuchs & Hanne de Jaegher (2009). Enactive Intersubjectivity: Participatory Sense-Making and Mutual Incorporation. [REVIEW] Phenomenology and the Cognitive Sciences 8 (4):465-486.
    Current theories of social cognition are mainly based on a representationalist view. Moreover, they focus on a rather sophisticated and limited aspect of understanding others, i.e. on how we predict and explain others’ behaviours through representing their mental states. Research into the ‘social brain’ has also favoured a third-person paradigm of social cognition as a passive observation of others’ behaviour, attributing it to an inferential, simulative or projective process in the individual brain. In this paper, we present a concept of (...)
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  8.  21
    Mary Crossan, Daina Mazutis & Gerard Seijts (2013). In Search of Virtue: The Role of Virtues, Values and Character Strengths in Ethical Decision Making. Journal of Business Ethics 113 (4):567-581.
    We present a comprehensive model that integrates virtues, values, character strengths and ethical decision making (EDM). We describe how a largely consequentialist ethical framework has dominated most EDM scholarship to date. We suggest that reintroducing a virtue ethical perspective to existing EDM theories can help to illustrate deficiencies in existing decision-making models, and suggest that character strengths and motivational values can serve as natural bridges that link a virtue framework to EDM in organizations. In conjunction with (...)
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  9.  23
    Chase E. Thiel, Zhanna Bagdasarov, Lauren Harkrider, James F. Johnson & Michael D. Mumford (2012). Leader Ethical Decision-Making in Organizations: Strategies for Sensemaking. [REVIEW] Journal of Business Ethics 107 (1):49-64.
    Organizational leaders face environmental challenges and pressures that put them under ethical risk. Navigating this ethical risk is demanding given the dynamics of contemporary organizations. Traditional models of ethical decision-making (EDM) are an inadequate framework for understanding how leaders respond to ethical dilemmas under conditions of uncertainty and equivocality. Sensemaking models more accurately illustrate leader EDM and account for individual, social, and environmental constraints. Using the sensemaking approach as a foundation, previous EDM models are revised and extended (...)
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  10. Evan Thompson & Mog Stapleton (2009). Making Sense of Sense-Making: Reflections on Enactive and Extended Mind Theories. Topoi 28 (1):23-30.
    This paper explores some of the differences between the enactive approach in cognitive science and the extended mind thesis. We review the key enactive concepts of autonomy and sense-making . We then focus on the following issues: (1) the debate between internalism and externalism about cognitive processes; (2) the relation between cognition and emotion; (3) the status of the body; and (4) the difference between ‘incorporation’ and mere ‘extension’ in the body-mind-environment relation.
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  11. Bryan W. Husted & David B. Allen (2008). Toward a Model of Cross-Cultural Business Ethics: The Impact of Individualism and Collectivism on the Ethical Decision-Making Process. [REVIEW] Journal of Business Ethics 82 (2):293 - 305.
    In this paper, we explore the impact of individualism and collectivism on three basic aspects of ethical decision making - the perception of moral problems, moral reasoning, and behavior. We argue that the inclusion of business practices within the moral domain by the individual depends partly upon individualism and collectivism. We also propose a pluralistic approach to post-conventional moral judgment that includes developmental paths appropriate for individualist and collectivist cultures. Finally, we argue that the link between moral judgment and (...)
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  12. David Fritzsche & E. Oz (2007). Personal Values' Influence on the Ethical Dimension of Decision Making. Journal of Business Ethics 75 (4):335 - 343.
    Personal values have long been associated with individual decision behavior. The role played by personal values in decision making within an organization is less clear. Past research has found that managers tend to respond to ethical dilemmas situationally. This study examines the relationship between personal values and the ethical dimension of decision making using Partial Least Squares (PLS) analysis. The study examines personal values as they relate to five types of ethical dilemmas. We (...)
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  13.  40
    Isaac Levi (1986). Hard Choices: Decision Making Under Unresolved Conflict. Cambridge University Press.
    In this book, Isaac Levi denies this assumption, arguing instead that agents often should choose without having balanced the competing values and that rationality does not require that an act be optimal, only that it be what Levi terms 'admissible'. He explains the consequences of denying this assumption, and develops a general approach to decision making under unresolved conflict. He investigates the phenomenon of conflicting values in several areas, in each of which he develops a framework for (...)
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  14.  95
    Jaana Woiceshyn (2011). A Model for Ethical Decision Making in Business: Reasoning, Intuition, and Rational Moral Principles. [REVIEW] Journal of Business Ethics 104 (3):311-323.
    How do business leaders make ethical decisions? Given the significant and wide-spread impact of business people’s decisions on multiple constituents, how they make decisions matters. Unethical decisions harm the decision makers themselves as well as others, whereas ethical decisions have the opposite effect. Based on data from a study on strategic decision making by 16 effective chief executive officers, I propose a model for ethical decision making in business in which reasoning and intuition (...)
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  15.  43
    Jennifer Mencl & Douglas R. May (2009). The Effects of Proximity and Empathy on Ethical Decision-Making: An Exploratory Investigation. [REVIEW] Journal of Business Ethics 85 (2):201 - 226.
    The goals of this research were to (1) explore the direct effects of and interactions between magnitude of consequences and various types of proximity - social, psychological, and physical - on the ethical decision-making process and (2) investigate the influence of empathy on the ethical decision-making process. A carpal tunnel syndrome vignette and questionnaire were administered to a sample of human resource management professionals to test the hypothesized relationships. Significant relationships were found for the (...)
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  16.  52
    Greg E. Loviscky, Linda K. Treviño & Rick R. Jacobs (2007). Assessing Managers' Ethical Decision-Making: An Objective Measure of Managerial Moral Judgment. [REVIEW] Journal of Business Ethics 73 (3):263 - 285.
    Recent allegations of unethical decision-making by leaders in prominent business organizations have jeopardized the world’s confidence in American business. The purpose of this research was to develop a measure of managerial moral judgment that can be used in future research and managerial assessment. The measure was patterned after the Defining Issues Test, a widely used general measure of moral judgment. With content validity as the goal, we aimed to sample the domain of managerial ethical situations by establishing (...)
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  17. Elena Clare Cuffari, Ezequiel Di Paolo & Hanne De Jaegher (2015). From Participatory Sense-Making to Language: There and Back Again. Phenomenology and the Cognitive Sciences 14 (4):1089-1125.
    The enactive approach to cognition distinctively emphasizes autonomy, adaptivity, agency, meaning, experience, and interaction. Taken together, these principles can provide the new sciences of language with a comprehensive philosophical framework: languaging as adaptive social sense-making. This is a refinement and advancement on Maturana’s idea of languaging as a manner of living. Overcoming limitations in Maturana’s initial formulation of languaging is one of three motivations for this paper. Another is to give a response to skeptics who challenge enactivism to (...)
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  18. Holly Lawford-Smith (forthcoming). Difference-Making and Individuals' Climate-Related Obligations. In Clare Hayward & Dominic Roser (eds.), Climate Justice in an Idealised World.
    Climate change appears to be a classic aggregation problem, in which billions of individuals perform actions none of which seem to be morally wrong taken in isolation, and yet which combine to drive the global concentration of greenhouse gases (GHGs) ever higher toward environmental (and humanitarian) catastrophe. When an individual can choose between actions that will emit differing amounts of GHGs―such as to choose a vegan rather than carnivorous meal, to ride a bike to work rather than drive a car, (...)
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  19. Kristin Zeiler (2007). Shared Decision-Making, Gender and New Technologies. Medicine, Health Care and Philosophy 10 (3):279-287.
    Much discussion of decision-making processes in medicine has been patient-centred. It has been assumed that there is, most often, one patient. Less attention has been given to shared decision-making processes where two or more patients are involved. This article aims to contribute to this special area. What conditions need to be met if decision-making can be said to be shared? What is a shared decision-making process and what is a shared autonomous decision-making process? Why make (...)
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  20.  45
    A. Ben Oumlil & Joseph L. Balloun (2009). Ethical Decision-Making Differences Between American and Moroccan Managers. Journal of Business Ethics 84 (4):457 - 478.
    Our research’s aim is to assess the effect of cultural factors on business ethical decision-making process in a Western cultural context and in a non-Western cultural context. Specifically, this study investigates ethical perceptions, religiosity, personal moral philosophies, corporate ethical values, gender, and ethical intentions of U.S. and Moroccan business managers. The findings demonstrate that significant differences do exist between the two countries in idealism and relativism. Moroccan managers tend to be more idealistic than the U.S. managers. There (...)
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  21.  10
    Neal M. Ashkanasy, Carolyn A. Windsor & Linda K. Treviño (2006). Bad Apples in Bad Barrels Revisited: Cognitive Moral Development, Just World Beliefs, Rewards, and Ethical Decision-Making. Business Ethics Quarterly 16 (4):449-474.
    Abstract: In this study, we test the interactive effect on ethical decision-making of (1) personal characteristics, and (2) personal expectancies based on perceptions of organizational rewards and punishments. Personal characteristics studied were cognitive moral development and belief in a just world. Using an in-basket simulation, we found that exposure to reward system information influenced managers’ outcome expectancies. Further, outcome expectancies and belief in a just world interacted with managers’ cognitive moral development to influence managers’ ethical decision- (...). In particular, low-cognitive moral development managers who expected that their organization condoned unethical behavior made less ethical decisions while high cognitive moral development managers became more ethical in this environment. Low cognitive moral development managers also behaved less ethically when their belief in a just world was high. (shrink)
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  22.  8
    B. Elango, Karen Paul, Sumit K. Kundu & Shishir K. Paudel (2010). Organizational Ethics, Individual Ethics, and Ethical Intentions in International Decision-Making. Journal of Business Ethics 97 (4):543 - 561.
    This study explores the impact of both individual ethics (IE) and organizational ethics (OE) on ethical intention (EI). Ethical intention, or the individual's intention to engage in ethical behavior, is useful as a dependent variable because it relates to behavior which can be an expression of values, but also is influenced by organizational and societal variables. The focus is on EI in international business decision-making, since the international context provides great latitude in making ethical decisions. Results demonstrate that (...)
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  23.  3
    Anusorn Singhapakdi, Scott J. Vitell, Dong-Jin Lee, Amiee Mellon Nisius & Grace B. Yu (2013). The Influence of Love of Money and Religiosity on Ethical Decision-Making in Marketing. Journal of Business Ethics 114 (1):183-191.
    The impact of “love of money” on different aspects of consumers’ ethical beliefs has been investigated by previous research. In this study we investigate the potential impact of “love of money” on a manager’s ethical decision-making in marketing. Another objective of the current study is to investigate the potential impacts of extrinsic and intrinsic religiosity on ethical marketing decision-making. We also include ethical judgments as an element of ethical decision-making. We found “love of money”, both dimensions of (...)
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  24. Robert B. Brandom (1994). Making It Explicit: Reasoning, Representing, and Discursive Commitment. Harvard University Press.
    What would something unlike us--a chimpanzee, say, or a computer--have to be able to do to qualify as a possible knower, like us? To answer this question at the very heart of our sense of ourselves, philosophers have long focused on intentionality and have looked to language as a key to this condition. Making It Explicit is an investigation into the nature of language--the social practices that distinguish us as rational, logical creatures--that revises the very terms of this inquiry. (...)
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  25.  37
    O. C. Ferrell (2013). Business Ethics: Ethical Decision Making and Cases. Houghton Mifflin Co.
    Providing a vibrant four-color design, market-leading BUSINESS ETHICS: ETHICAL DECISION MAKING AND CASES, Ninth Edition, thoroughly covers the complex environment in which managers confront ethical decision making. Using a proven managerial framework, this accessible, applied text addresses the overall concepts, processes, and best practices associated with successful business ethics programs--helping readers see how ethics can be integrated into key strategic business decisions. Thoroughly revised, the new ninth edition incorporates coverage of new legislation affecting business (...)
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  26. Frederick F. Schauer (1991). Playing by the Rules: A Philosophical Examination of Rule-Based Decision-Making in Law and in Life. Oxford University Press.
    Rules are a central component of such diverse enterprises as law, morality, language, games, religion, etiquette, and family governance, but there is often confusion about what a rule is, and what rules do. Offering a comprehensive philosophical analysis of these questions, this book challenges much of the existing legal, jurisprudential, and philosophical literature, by seeing a significant role for rules, an equally significant role for their stricter operation, and making the case for rules as devices for the allocation (...)
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  27.  30
    Iain A. Davies & Andrew Crane (2003). Ethical Decision Making in Fair Trade Companies. Journal of Business Ethics 45 (1-2):79 - 92.
    This paper reports on a study of ethical decision-making in a fair trade company. This can be seen to be a crucial arena for investigation since fair trade firms not only have a specific ethical mission in terms of helping growers out of poverty, but they tend to be perceived as (and are often marketed on the basis of) having an "ethical" image. Eschewing a straightforward test of extant ethical decision models, we adopt Thompson''s proposal for a more contextualist (...)
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  28.  68
    Roselie McDevitt, Catherine Giapponi & Cheryl Tromley (2007). A Model of Ethical Decision Making: The Integration of Process and Content. [REVIEW] Journal of Business Ethics 73 (2):219 - 229.
    We develop a model of ethical decision making that integrates the decision-making process and the content variables considered by individuals facing ethical dilemmas. The process described in the model is drawn from Janis and Mann’s [1977, Decision Making: A Psychological Analysis of Conflict Choice and Commitment (The Free Press, New York)] work describing the decision process in an environment of conflict, choice and commitment. The model is enhanced by the inclusion (...)
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  29.  12
    James W. Westerman, Rafik I. Beekun, Yvonne Stedham & Jeanne Yamamura (2007). Peers Versus National Culture: An Analysis of Antecedents to Ethical Decision-Making. [REVIEW] Journal of Business Ethics 75 (3):239 - 252.
    Given the recent ethics scandals in the United States, there has been a renewed focus on understanding the antecedents to ethical decision-making in the research literature. Since ethical norms and standards of behavior are not universally consistent, an individual’s choice of referent may exert a large influence on his/her ethical decision-making. This study used a social identity theory lens to empirically examine the relative influence of the macro- and micro-level variables of national culture and (...)
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  30.  19
    Nicole E. Ruedy & Maurice E. Schweitzer (2010). In the Moment: The Effect of Mindfulness on Ethical Decision Making. [REVIEW] Journal of Business Ethics 95 (1):73 - 87.
    Many unethical decisions stem from a lack of awareness. In this article, we consider how mindfulness, an individual's awareness of his or her present experience, impacts ethical decision making. In our first study, we demonstrate that compared to individuals low in mindfulness, individuals high in mindfulness report that they are more likely to act ethically, are more likely to value upholding ethical standards (self-importance of moral identity, SMI), and are more likely to use a principled approach to (...)
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  31.  27
    William T. Ross & Diana C. Robertson (2003). A Typology of Situational Factors: Impact on Salesperson Decision-Making About Ethical Issues. [REVIEW] Journal of Business Ethics 46 (3):213 - 234.
    We explore two dimensions of situational factors expected to influence decision-making about ethical issues among sales representatives – universal vs. particular and direct vs. indirect. We argue that these distinctions are important theoretically, methodologically, and managerially. We test our hypotheses by means of a survey of 252 sales representatives. Our results confirm that considering universal and particular and direct and indirect situational factors contributes to our understanding of decision-making about ethical issues within a sales context, specifically willingness to (...)
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  32.  34
    Rogene A. Buchholz & Sandra B. Rosenthal (2005). The Spirit of Entrepreneurship and the Qualities of Moral Decision Making: Toward a Unifying Framework. [REVIEW] Journal of Business Ethics 60 (3):307 - 315.
    At the heart of entrepreneurship are imagination, creativity, novelty, and sensitivity. It takes these qualities to develop a new product or service and bring it to market, to envision the possible impacts a new product may make and come up with novel and creative solutions to problems that may arise. These qualities go to make up what could be called the spirit of entrepreneurship, a spirit that involves the ability to handle the experimental nature of entrepreunerial activity. These same qualities (...)
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  33.  13
    Zhanna Bagdasarov, Chase E. Thiel, James F. Johnson, Shane Connelly, Lauren N. Harkrider, Lynn D. Devenport & Michael D. Mumford (2013). Case-Based Ethics Instruction: The Influence of Contextual and Individual Factors in Case Content on Ethical Decision-Making. Science and Engineering Ethics 19 (3):1305-1322.
    Cases have been employed across multiple disciplines, including ethics education, as effective pedagogical tools. However, the benefit of case-based learning in the ethics domain varies across cases, suggesting that not all cases are equal in terms of pedagogical value. Indeed, case content appears to influence the extent to which cases promote learning and transfer. Consistent with this argument, the current study explored the influences of contextual and personal factors embedded in case content on ethical decision-making. Cases were manipulated to (...)
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  34.  24
    Randi L. Sims & Thomas L. Keon (1999). Determinants of Ethical Decision Making: The Relationship of the Perceived Organizational Environment. [REVIEW] Journal of Business Ethics 19 (4):393 - 401.
    This study attempts to help explain the ethical decision making of individual employees by determining how the perceived organizational environment is related to that decision. A self- administered questionnaire design was used for gathering data in this study with a sample size of 245 full-time employees. Perceived supervisor expectation, formal policies, and informal policies were used to assess the expressed ethical decision of the respondents. The findings indicate that the perceived organizational environment is significantly related (...)
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  35.  10
    Chris Provis (2010). Virtuous Decision Making for Business Ethics. Journal of Business Ethics 91 (1):3 - 16.
    In recent years, increasing attention has been given to virtue ethics in business. Aristotle's thought is often seen as the basis of the virtue ethics tradition. For Aristotle, the idea of phronësis, or 'practical wisdom', lies at the foundation of ethics. Confucian ethics has notable similarities to Aristotelian virtue ethics, and may embody some similar ideas of practical wisdom. This article considers how ideas of moral judgment in these traditions are consistent with modern ideas about intuition in management decision (...)
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  36.  37
    Maria Rosario G. Catacutan & Allan de Guzman (2015). Ethical Decision-Making in Academic Administration: A Qualitative Inquiry of Filipino College Deans' Ethical Frameworks. Australian Educational Researcher 42 (4):483-514.
    Ethical decision-making in school administration has received considerable attention in educational leadership literature. However, most research has focused on principals working in secondary school settings while studies that explore ethical reasoning processes of academic deans have been significantly few. This qualitative study aims to describe the ethical decision-making processes employed by a select group of Filipino college deans in solving ethical dilemmas using the ethical paradigms proposed in the works of Starratt (Educ Adm Q (...)
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  37.  74
    Fabrice Correia, From Grounding to Truth-Making: Some Thoughts. Philosophical Papers Dedicated to Kevin Mulligan.
    I assume that truth-making is to be understood in terms of grounding, and I show how, on that assumption, various general properties of truth-making follow from certain features of grounding.
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  38.  23
    Lars Sandman & Christian Munthe (2010). Shared Decision Making, Paternalism and Patient Choice. Health Care Analysis 18 (1):60-84.
    In patient centred care, shared decision making is a central feature and widely referred to as a norm for patient centred medical consultation. However, it is far from clear how to distinguish SDM from standard models and ideals for medical decision making, such as paternalism and patient choice, and e.g., whether paternalism and patient choice can involve a greater degree of the sort of sharing involved in SDM and still retain their essential features. In the article, different versions (...)
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  39.  70
    Scott J. Reynolds, Frank C. Schultz & David R. Hekman (2006). Stakeholder Theory and Managerial Decision-Making: Constraints and Implications of Balancing Stakeholder Interests. [REVIEW] Journal of Business Ethics 64 (3):285 - 301.
    Stakeholder theory is widely recognized as a management theory, yet very little research has considered its implications for individual managerial decision-making. In the two studies reported here, we used stakeholder theory to examine managerial decisions about balancing stakeholder interests. Results of Study 1 suggest that indivisible resources and unequal levels of stakeholder saliency constrain managers’ efforts to balance stakeholder interests. Resource divisibility also influenced whether managers used a within-decision or an across-decision approach to balance stakeholder interests. In Study 2 (...)
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  40. Lars Sandman & Christian Munthe (2009). Shared Decision-Making and Patient Autonomy. Theoretical Medicine and Bioethics 30 (4):289-310.
    In patient-centred care, shared decision-making is advocated as the preferred form of medical decision-making. Shared decision-making is supported with reference to patient autonomy without abandoning the patient or giving up the possibility of influencing how the patient is benefited. It is, however, not transparent how shared decision-making is related to autonomy and, in effect, what support autonomy can give shared decision-making. In the article, different forms (...)
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  41.  21
    Jerry M. Calton (2006). Social Contracting in a Pluralist Process of Moral Sense Making: A Dialogic Twist on the ISCT. [REVIEW] Journal of Business Ethics 68 (3):329 - 346.
    This paper applies Wempe’s (2005, Business Ethics Quarterly 15(1), 113–135) boundary conditions that define the external and internal logics for contractarian business ethics theory, as a system of argumentation for evaluating current or prospective institutional arrangements for arriving at the “good life,” based on the principles and practices of social justice. It does so by showing that a more dynamic, process-oriented, and pluralist ‘dialogic twist’ to Donaldson and Dunfee’s (2003, ‘Social Contracts: sic et non’, in P. Heugens, H. van Oosterhout (...)
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  42.  7
    Eleonora Montuschi (forthcoming). Using Science, Making Policy: What Should We Worry About? European Journal for Philosophy of Science:1-22.
    How does science enter policy making, and for what purpose? Surely consulting scientific facts in making policy is done with a view to making policy decisions more reliable, and ultimately more objective. In this paper I address the way/s by which science contributes to achieving objectivity in policy making and social debate, and argue that objectivity is not exhausted by what scientific evidence contributes to either. In policy making and social debates, scientific evidence is taken (...)
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  43.  34
    Kevin Groves, Charles Vance & Yongsun Paik (2008). Linking Linear/Nonlinear Thinking Style Balance and Managerial Ethical Decision-Making. Journal of Business Ethics 80 (2):305 - 325.
    This study presents the results of an empirical analysis of the relationship between managerial thinking style and ethical decision-making. Data from 200 managers across multiple organizations and industries demonstrated that managers predominantly adopt a utilitarian perspective when forming ethical intent across a series of business ethics vignettes. Consistent with expectations, managers utilizing a balanced linear/nonlinear thinking style demonstrated a greater overall willingness to provide ethical decisions across ethics vignettes compared to managers with a predominantly linear thinking style. (...)
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  44.  67
    Shannon Bowen (2004). Organizational Factors Encouraging Ethical Decision Making: An Exploration Into the Case of an Exemplar. [REVIEW] Journal of Business Ethics 52 (4):311 - 324.
    What factors in the organizational culture of an ethically exemplary corporation are responsible for encouraging ethical decision making? This question was analyzed through an exploratory case study of a top pharmaceutical company that is a global leader in ethics. The participating organization is renowned in public opinion polls of ethics, credibility, and trust. This research explored organizational culture, communication in issues management and public relations, management theory, and deontological or utilitarian moral philosophy as factors that might encourage ethical analysis. (...)
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  45.  43
    Dawn R. Elm & Tara J. Radin (2012). Ethical Decision Making: Special or No Different? [REVIEW] Journal of Business Ethics 107 (3):313-329.
    Theories of ethical decision making assume it is a process that is special, or different in some regard, from typical individual decision making. Empirical results of the most widely known theories in the field of business ethics contain numerous inconsistencies and contradictions. In an attempt to assess why we continue to lack understanding of how individuals make ethical decisions at work, an inductive study of ethical decision making was conducted. The results (...)
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  46.  15
    Johanna Kujala & Tarja Pietiläinen (2004). Female Managers' Ethical Decision-Making: A Multidimensional Approach. [REVIEW] Journal of Business Ethics 53 (1-2):153-163.
    The increasing number and influence of women in society brings up several issues related to values and ethics. Looking at business ethics from the gender perspective made us ponder if it would be fruitful to analyse the feminine and masculine dimensions of decision-making style. The article follows the research tradition using the multidimensional ethics scale, and it aims at developing the scale to better include female decision-making. We came to the conclusion that, as the (...)
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  47.  26
    Marc Street & Vera L. Street (2006). The Effects of Escalating Commitment on Ethical Decision-Making. Journal of Business Ethics 64 (4):343 - 356.
    Although scholars have invoked the escalation framework as a means of explaining the occurrence of numerous organizationally undesirable behaviors on the part of decision makers, to date no empirical research on the potential influences of escalating commitment on the likelihood of unethical behavior at the individual level of analysis has been reported in either the escalation or the ethical decision-making literatures. Thus, the main purpose of this project is to provide a theoretical foundation and empirical support for the contention (...)
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  48.  25
    Linda M. Sama & Victoria Shoaf (2002). Ethics on the Web: Applying Moral Decision-Making to the New Media. [REVIEW] Journal of Business Ethics 36 (1-2):93-103.
    This paper examines the advent of the Web as a critical media tool in the promotion and sale of goods to consumers and the ethical questions it raises that are issues of public policy. We examine four traditional ethical rationales that guide organizational decision-making – utilitarianism, distributive justice, moral rights of man and relativism, further characterized as "ends-based", "equity-based", "rules-based" and "comparison-based" rationales – and we apply them to four moral dilemmas attributed to the proliferation of dot.com companies as (...)
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  49.  44
    Surendra Arjoon (2007). Ethical Decision-Making: A Case for the Triple Font Theory. [REVIEW] Journal of Business Ethics 71 (4):395-410.
    This paper discusses the philosophical argument and the application of the Triple Font Theory for moral evaluation of human acts and attempts to integrate the conceptual components of major moral theories into a systematic internally consistent decision-making model that is theoretically driven. The paper incorporates concepts such as formal and material cooperation and the Principle of Double Effect into the theoretical framework. It also advances the thesis that virtue theory ought to be included in any adequate justification of morality (...)
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  50.  50
    Vidya N. Awasthi (2008). Managerial Decision-Making on Moral Issues and the Effects of Teaching Ethics. Journal of Business Ethics 78 (1-2):207 - 223.
    This study uses judgment and decision-making (JDM) perspective with the help of framing and schema literature from cognitive psychology to evaluate how managers behave when problems with unethical overtones are presented to them in a managerial frame rather than an ethical frame. In the proposed managerial model, moral judgment of the situation is one of the inputs to managerial judgment, among several other inputs regarding costs and benefits of various alternatives. Managerial judgment results in managerial intent leading (...)
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