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  1. The “Cog in the Machine” Manifesto.Robert E. Allinson - 1998 - Business Ethics Quarterly 8 (4):743-756.
    As a response to Diane Vaughan’s controversial work on the NASA Challenger Disaster, this article opposes the conclusion that NASA’s decision to launch the space shuttle was an inevitable outcome of techno-bureaucratic culture and risky technology. Instead, the argument developed in this article is that NASA did not prioritize safety, both in their selection of shuttle-parts and their decision to launch under sub-optimal weather conditions. This article further suggests that the “mistake” language employed by Vaughan and others is inappropriate insofar (...)
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  2. The Paradox of Power in CSR: A Case Study on Implementation.Krista Bondy - 2008 - Journal of Business Ethics 82 (2):307-323.
    Purpose Although current literature assumes positive outcomes for stakeholders resulting from an increase in power associated with CSR, this research suggests that this increase can lead to conflict within organizations, resulting in almost complete inactivity on CSR. Methods A Single in-depth case study, focusing on power as an embedded concept. Results Empirical evidence is used to demonstrate how some actors use CSR to improve their own positions within an organization. Resource dependence theory is used to highlight why this may be (...)
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  3. The Labor-Saving Device: Evidence of Responsibility?Edmund Byrne - 1989 - In G. L. Ormiston (ed.), From Artifact to Habitat: Studies in the Critical Engagement of Technology. Bethlehem, PA: Lehigh University Press. pp. 132-154.
    -/- This article was first published in Technology and Contemporary Life, Philosophy and Technoloy vol. IV, ed. Paul T. Durbin, Dordrecht/Boston: D. Reidel, 1988, pp. 63-85.
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  4. A Broader Understanding of Moral Distress.Stephen M. Campbell, Connie Ulrich & Christine Grady - 2016 - American Journal of Bioethics 16 (12):2-9.
    On the traditional view, moral distress arises only in cases where an individual believes she knows the morally right thing to do but fails to perform that action due to various constraints. We seek to motivate a broader understanding of moral distress. We begin by presenting six types of distress that fall outside the bounds of the traditional definition and explaining why they should be recognized as forms of moral distress. We then propose and defend a new and more expansive (...)
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  5. Institutionalizarea eticii: mecanisme si instrumente.Mihaela Constantinescu & Valentin Muresan - 2013 - Bucharest: University of Bucharest Press.
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  6. How Do I Fix This? Managing a Product-Harm Crisis.Robert E. Davis - manuscript
    Product-harm crisis is an important organizational management topic due to the potential detrimental business impact. Organizations are more vulnerable than ever to the possibility of product related incidents disrupting business at any point in the supply chain. To counteract this implicit threat to an organizations reputation and financial wellbeing, if properly deployed, continuity management fosters the ability to run in the face of a crisis event; whereby business continuity management induces the means for appropriate product-harm crisis responses. In this study, (...)
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  7. A Framework for Organizational Success.Hershey H. Friedman & Linda Weiser Friedman - 1988 - Journal of Business Ethics 7 (3):219 - 221.
    The contention of this paper is that the marketing concept is but one aspect of a philosophy of business referred to by the authors as the framework for organizational success. This framework maintains that the marketing concept must work together with good management approaches and with ethical business practices in order to satisfy the needs and wants of the various publics of the organization — customers, employees, suppliers, society — and, in the long run, ensure the satisfaction of the needs (...)
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  8. A Critical Interpretation of Bottom-Up Management and Leadership Styles Within Japanese Companies: A Focus on Empowerment and Trust.Yasushi Fukuhara - 2016 - AI and Society 31 (1):85-93.
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  9. Do the Top 1% Deserve Their Pay Packages?: And Why?Joseph Fulda - 2013 - Reason Papers 35 (1):187-192.
  10. Restoring Integrity to the Academy: Some Sweeping Suggestions for Wholesale Change.Joseph S. Fulda - manuscript
    Note that this paper is 35 pages, and had been replaced in many places w/ a draft w/o authorization. -/- The academy, broadly construed to include faculty, administrators at all levels, and editors, referees, and publishers of academic work, is beset by more ills bespeaking of a fundamental lack of integrity than can possibly be enumerated in a single monograph; nevertheless, as the need is urgent, and everyone seems to prefer either silence or piecemeal treatments, myself heretofore included, five ills (...)
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  11. Organizational Posthumanism.Matthew E. Gladden - 2016 - In Sapient Circuits and Digitalized Flesh: The Organization as Locus of Technological Posthumanization. Defragmenter Media. pp. 93-131.
    Building on existing forms of critical, cultural, biopolitical, and sociopolitical posthumanism, in this text a new framework is developed for understanding and guiding the forces of technologization and posthumanization that are reshaping contemporary organizations. This ‘organizational posthumanism’ is an approach to analyzing, creating, and managing organizations that employs a post-dualistic and post-anthropocentric perspective and which recognizes that emerging technologies will increasingly transform the kinds of members, structures, systems, processes, physical and virtual spaces, and external ecosystems that are available for organizations (...)
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  12. Voice Without Say: Why Capital-Managed Firms Aren't (Genuinely) Participatory.Schwartz Justin - 2013 - Fordham Journal of Corporate and Financial Law 18:963-1020.
  13. Where Did Mill Go Wrong? Why the Capital-Managed Rather Than the Labor-Managed Enterprise is the Predominant.Schwartz Justin - 2012 - Ohio State Law Journal 73:220-85.
    In this Article, I propose a novel law and economics explanation of a deeply puzzling aspect of business organization in market economies. Why are virtually all firms organized as capital-managed and -owned (capitalist) enterprises rather than as labor-managed and -owned cooperatives? Over 150 years ago, J.S. Mill predicted that efficiency and other advantages would eventually make worker cooperatives predominant over capitalist firms. Mill was right about the advantages but wrong about the results. The standard explanation is that capitalist enterprise is (...)
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  14. Can Ethical Organizational Character Be Stimulated and Enabled?: “Upbuilding” Dialog as Crisis Management Method. [REVIEW]Richard P. Nielsen & Ron Dufresne - 2005 - 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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  15. Firms, States and Democracy: A Qualified Defense of the Parallel Case Argument.Iñigo González Ricoy - 2014 - Law, Ethics and Philosophy 2.
    The paper discusses the structure, applications, and plausibility of the much-used parallel-case argument for workplace democracy. The argument rests on an analogy between firms and states according to which the justification of democracy in the state implies its justification in the workplace. The contribution of the paper is threefold. First, the argument is illustrated by applying it to two usual objections to workplace democracy, namely, that employees lack the expertise required to run a firm and that only capital suppliers should (...)
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  16. The Social Dimension of Moral Responsibility: Taking Organizations Seriously.David T. Risser - 1996 - Journal of Social Philosophy 27 (1):189-207.
    This article provides a justification for holding complex organizations morally responsible and shows how this moral dimension is implicit in the concept of power. Several objections to organizational moral responsibility are addressed, and a new view of complex organizations as agents which are morally responsible, but do not possess moral rights, is defended.
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  17. Punishing Corporations: A Proposal.David T. Risser - 1989 - Business and Professional Ethics Journal 8 (3):83-92.
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  18. Corporate Collective Responsibility.David T. Risser - 1985 - Temple University.
  19. Do Bankers Have Deviant Moral Attitudes? Negative Results From a Tentative Survey.Hannes Rusch - 2015 - Rationality, Markets and Morals 6:6-20.
    Bankers have a reputation for deviating from standard morals. It is an open question, though, if this claim can be substantiated. Here, it is tested directly if bankers respond differently to moral dilemmas. Evaluations of the moral acceptableness of behavioural options in two trolley cases by bankers (n = 23) are compared to those of ordinary people (n = 274). An apparent difference in response behaviour between the groups can be fully explained by a difference in the response behaviour of (...)
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  20. Our Responsibility to Manage Evaluative Diversity.Christopher Santos-Lang - 2014 - Acm Sigcas Computers and Society 44 (2):16-19.
    The ecosystem approach to computer system development is similar to management of biodiversity. Instead of modeling machines after a successful individual, it models machines after successful teams. It includes measuring the evaluative diversity of human teams (i.e. the disparity in ways members conduct the evaluative aspect of decision-making), adding similarly diverse machines to those teams, and monitoring the impact on evaluative balance. This article reviews new research relevant to this approach, especially the validation of a survey instrument for measuring computational (...)
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  21. Implementing Leadership Decisions.Marcus Selart - 2010 - In A Leadership Perspective on Decision Making. Oslo: Cappelen Academic Publishers. pp. 123-143.
    In this chapter it is demonstrated that the way in which leaders implement a decision largely depends on the nature of it, that is, whether it is strategic or not. Leaders must be as open as possible and not withhold information from the persons involved in the process. Therefore, they should distribute as much relevant information as possible to meeting participants before a meeting. At the same time, they must be able to steer the process. It is not unusual for (...)
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