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  1. added 2020-04-26
    Toward a New Employer-Worker Compact.Gary Chartier - 2005 - Employee Rights and Employment Policy Journal 9:51-119.
    Proposes a new model of worker-employer relationships in the US employment context, involving shifts in law and social norms and designed to offer options of potential value to both progressives and libertarians. Emphasizes the importance of decentralized governance and of decoupling income support and other social services from employment.
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  2. added 2020-04-16
    Le principe de subsidiarité en entreprise : un leurre?Bernard Guéry - 2019 - Revue de Philosophie Économique 20 (2):69.
    The term « subsidiarity » started to appear in managerial literature in the last few years, to advocate innovative managerial practices. The resurgence of this concept that originated from a political context can create problems. The goal of this paper is to expose the main difficulty of translating this concept from the political field to a corporate situation. Indeed, subsidiarity gives its inherent power back to the lower echelons of a political community. But the economic approach of organization theory assumes, (...)
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  3. added 2019-11-25
    Successor Identity.Mihailis Diamantis - 2019 - Yale Journal on Regulation 36:1-44.
    The law of successor criminal liability is simple—corporate successors are liable for the crimes of their predecessors. Always. Any corporation that results from any merger, consolidation, spin-off, etc., is on the hook for all the crimes of all the corporations that went into the process. Such a coarse-grained, onetrack approach fails to recognize that not all reorganizations are cut from the same cloth. As a result, it skews corporate incentives against reorganizing in more socially beneficial ways. It also risks punishing (...)
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  4. added 2019-10-03
    Rules of the Game: Whose Value is Served When the Board Fires the Owners?Donald Nordberg - 2012 - Business Ethics: A European Review 21 (3):298-309.
    How does a board of directors decide what is right? The contest over this question is frequently framed as a debate between shareholder value and stakeholder rights, between a utilitarian view of the ethics of corporate governance and a deontological one. This paper uses a case study with special circumstances that allow us to examine in an unusually clear way the conflict between shareholder value and other bases on which a board can act. In the autumn of 2010, the board (...)
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  5. added 2019-07-08
    Alvin Weinberg and the Promotion of the Technological Fix.Sean F. Johnston - 2018 - Technology and Culture 59 (3):620-651.
    The term “technological fix”, coined by technologist/administrator Alvin Weinberg in 1965, vaunted engineering innovation as a generic tool for circumventing problems commonly conceived as social, political or cultural. A longtime Director of Oak Ridge National Laboratory, government consultant and essayist, Weinberg also popularized the term “Big Science” to describe national goals and the competitive funding environment after the Second World War. Big Science reoriented towards Technological Fixes, he argued, could provide a new “Apollo project” to address social problems of the (...)
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  6. added 2019-05-30
    New Prospects for Organizational Democracy? How the Joint Pursuit of Social and Financial Goals Challenges Traditional Organizational Designs.Julie Battilana, Michael Fuerstein & Michael Y. Lee - 2018 - In Subramanian Rangan (ed.), Capitalism Beyond Mutuality?: Perspectives Integrating Philosophy and Social Science. Oxford: Oxford University Press. pp. 256-288.
    Some interesting exceptions notwithstanding, the traditional logic of economic efficiency has long favored hierarchical forms of organization and disfavored democracy in business. What does the balance of arguments look like, however, when values besides efficient revenue production are brought into the picture? The question is not hypothetical: In recent years, an ever increasing number of corporations have developed and adopted socially responsible behaviors, thereby hybridizing aspects of corporate businesses and social organizations. We argue that the joint pursuit of financial and (...)
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  7. added 2018-10-16
    Culpable Ignorance in a Collective Setting.Säde Hormio - 2018 - Acta Philosophica Fennica:7-34.
    This paper explores types of organisational ignorance and ways in which organisational practices can affect the knowledge we have about the causes and effects of our actions. I will argue that because knowledge and information are not evenly distributed within an organisation, sometimes organisational design alone can create individual ignorance. I will also show that sometimes the act that creates conditions for culpable ignorance takes place at the collective level. This suggests that quality of will of an agent is not (...)
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  8. added 2018-07-06
    Object Field of Organizational Culture: Methodological Conceptualization.Vitalii Shymko - 2018 - International Journal of Organizational Analysis 26 (4):602-613.
    Purpose This paper aims to develop a system view of the organizational culture, given entropy of theoretical and methodological outlooks on the phenomenon alongside simultaneous growth of number of research reports. -/- Design/methodology/approach Sequential structural and ontological analysis of the Schein’s (2004) point of view on organization culture enabled to form a way of system comprehension of the respective object field on conscious and unconscious levels. -/- Findings Structural ontology of organizational culture represented by the mythopoetic concept of organization, which (...)
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  9. added 2017-11-28
    Institutionalizarea eticii: mecanisme si instrumente.Mihaela Constantinescu & Valentin Muresan - 2013 - Bucharest: University of Bucharest Press.
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  10. added 2017-10-05
    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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  11. added 2017-09-02
    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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  12. added 2017-03-31
    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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  13. added 2017-03-27
    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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  14. added 2017-03-21
    Voice Without Say: Why Capital-Managed Firms Aren't (Genuinely) Participatory.Schwartz Justin - 2013 - Fordham Journal of Corporate and Financial Law 18:963-1020.
  15. added 2017-03-21
    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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  16. added 2016-12-08
    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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  17. added 2016-09-22
    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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  18. added 2016-08-05
    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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  19. added 2016-07-02
    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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  20. added 2016-03-20
    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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  21. added 2016-02-03
    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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  22. added 2015-11-24
    Do the Top 1% Deserve Their Pay Packages?: And Why?Joseph Fulda - 2013 - Reason Papers 35 (1):187-192.
  23. added 2015-11-04
    Corporate Collective Responsibility.David T. Risser - 1985 - Temple University.
  24. added 2015-01-07
    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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  25. added 2014-07-29
    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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  26. added 2014-03-20
    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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  27. added 2013-04-25
    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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  28. added 2012-08-21
    Punishing Corporations: A Proposal.David T. Risser - 1989 - Business and Professional Ethics Journal 8 (3):83-92.
  29. added 2011-04-12
    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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