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  1. The Power of One Authentic Leadership in Turbulent Times.Sharif M. Abdullah - 1995
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  2. The Leadership Archetype: A Jungian Analysis of Similarities Between Modern Leadership Theory and the Abraham Myth in the Judaic–Christian Tradition.Neil Remington Abramson - 2007 - Journal of Business Ethics 72 (2):115-129.
    Archetypal psychology suggests the possibility of a leadership archetype representing the unconscious preferences of human beings as a species about the appropriate relationships between leaders and followers. Mythological analysis compared God’s leadership in the Abraham myth with modern visionary, ethical and situational leadership to find similarities reflecting continuities in human thinking about leadership over as long as 3600 years. God’s leadership behavior is very modern except that God is generally more relationship oriented. The leadership archetype that emerges is of a (...)
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  3. A Snapshot of Strategy Research 2002-2006.Andy Adcroft & Robert Willis - unknown
    Purpose: The aim of this paper is to assess both the philosophical underpinnings and contributions to knowledge made by research in the field of strategy in the five years between 2002 and 2006. Design/methodology/approach: The paper begins with a review of the literature on the philosophy, purpose, process and outcome of management research which leads to the development of a conceptual model. Following this, almost 4,000 articles from 23 journals are assessed on the basis of their philosophical underpinnings and contribution (...)
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  4. The Relationship Between Dominance and Leadership in a Flock of Ewes.William E. Addison & Edward C. Simmel - 1980 - Bulletin of the Psychonomic Society 15 (5):303-305.
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  5. Leaders’ Core Self-Evaluation, Ethical Leadership, and Employees’ Job Performance: The Moderating Role of Employees’ Exchange Ideology.Jaehyung Ahn, Soojin Lee & Seokhwa Yun - forthcoming - Journal of Business Ethics.
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  6. Ethics and Responsibility in ICT-Enterprises - Prospects and Challenges for Management and Leadership.Mirja Airos - 2009 - Electronic Journal of Business Ethics and Organization Studies 14 (1):33-42.
    In this article the author critically analyzes underlying discursive statements on managerial and leadership issues in relation to ethics and responsibility in information and communication technology enterprises – the firms and people involved in the case have a Finnish and/or Nordic background. The topic of the study is remarkably broad, and so this fact indicates the existence of limited, subjectively constructed views on multiple theoretical, methodological and empirical insights and dimensions. The issues of context, discourse and text are important in (...)
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  7. The Effect of Ethical Leadership Behavior on Ethical Climate, Turnover Intention, and Affective Commitment.A. Akdogan & Ozgur Demirtas - 2015 - Journal of Business Ethics 130 (1):59-67.
    This study examines a mediated model of ethical leadership on ethical climate, turnover intention, and affective commitment. It is suggested that managers are role models in their organizations. Specifically, through ethical leadership behavior, managers can influence perceptions of ethical climate, which in turn will positively influence organizational members’ turnover intention, and affective commitment. The results indicate that ethical leadership has both direct and indirect effect on affective commitment and turnover intention. The indirect effect of ethical leadership involves shaping perceptions of (...)
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  8. Pragmatic Decision Making.John K. Alexander - 2003 - Philosophy of Management 3 (3):67-77.
    I was in manufacturing for over thirty years and a manager for nearly twenty-five. During that time it never occurred to me that the consequentialist, utilitarian framework I used was inadequate as a conceptual framework for making decisions to ensure organisational viability and success. The framework gave three criteria which enabled me to construct a rational approach to issues associated with my role as a manager:(i) to make product at the lowest possible cost so as to maximise the bottom line;(ii) (...)
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  9. Common Good Leadership in Business Management: An Ethical Model From the Indian Tradition.John M. Alexander & Jane Buckingham - 2011 - Business Ethics 20 (4):317-327.
    While dominant management thinking is steered by profit maximisation, this paper proposes that sustained organisational growth can best be stimulated by attention to the common good and the capacity of corporate leaders to create commitment to the common good. The leadership thinking of Kautilya and Ashoka embodies this principle. Both offer a common good approach, emphasising the leader's moral and legal responsibility for people's welfare, the robust interaction between the business community and the state, and the importance of moral training (...)
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  10. Business Failure and Corporate Managerial Responsibility.Mark Alfino - manuscript
    When businesses fail, their ability to honor agreements, uphold promises, and act on the higher ideals of their mission statements is often compromised. Following the ethical maxim that Aought implies can, @ business ethicists often grant that our practical obligations have to be understood against the backdrop of the relative scarcity or abundance of the business and social environment. Nothing brings on scarcity more dramatically than the total liquidation of a business =s assets. Bankruptcy protection and reorganization can, and probably (...)
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  11. Traditional Vs. Information Management Theory.Mark Alfino - 1998 - Journal of Information Ethics 7 (1):5-9.
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  12. Values-Based Leadership.Syed Othman Alhabshi - 1998 - In Mustapha bin Hj Nik Hassan (ed.), Values-Based Management: The Way Forward for the Next Millennium. Institute of Islamic Understanding Malaysia.
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  13. The Use of Human Resource Management Systems in the Saudi Market.Bandar Alharthey & Amran Rasli - 2012 - Asian Journal of Business Ethics 1 (2):163 - 176.
    Abstract The goal of the study was to investigate the current situation with Human Resources (HR) systems in the Saudi market on the basis of survey conducted among 100 organizations. Their HR and IT experts were to fill out a questionnaire that allowed receiving their expert opinion and make conclusions considering the HR systems usage in this country. In the course of the study, eight hypotheses were investigated and proved: the number of companies’ users of Human Resource Management (HRM) systems (...)
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  14. Sāttvika Leadership: An Indian Model of Positive Leadership.Kumar Alok - forthcoming - Journal of Business Ethics.
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  15. Fair Trade in Mexico and Abroad: An Alternative to the Walmartopia? [REVIEW]Jesús Alvarado - 2009 - Journal of Business Ethics 88 (2):301 - 317.
    Fair trade is an ethical alternative to neoliberal market practices. This article examines the development of the fair trade movement, both in Mexico and abroad, beginning with the experience of UCIRI (Unión de Comunidades Indígenas de la Región del Istmo – Union of Indigenous Communities of the Isthmus Region), an association of small coffee growers in Mexico and a main actor in the creation of the first fair trade seal in the world, Max Havelaar, in 1988. Future success of the (...)
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  16. Fair Trade: The Scope of the Debate.Tim Anderson & Elisabeth Riedl - 2006 - Australian Journal of Professional and Applied Ethics 8 (1).
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  17. The Impact of Emotional Intelligence on the Ethical Judgment of Managers.John Angelidis & Nabil A. Ibrahim - 2011 - Journal of Business Ethics 99 (S1):111-119.
    In recent years there has been a substantial amount of research on emotional intelligence (EI) across a wide range of disciplines. Also, this term has been receiving increasing attention in the popular business press. This article extends previous research by seeking to determine whether there is a relationship between emotional intelligence and ethical judgment among practicing managers with respect to questions of ethical nature that can arise in their professional activity. It analyzes the results of a survey of 324 managers (...)
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  18. Leadership Styles and CSR Practice: An Examination of Sensemaking, Institutional Drivers and CSR Leadership.Tamsin Angus-Leppan, Louise Metcalf & Sue Benn - 2010 - Journal of Business Ethics 93 (2):189-213.
    This article examines the explicit and implicit corporate social responsibility (CSR) framework and its implications for leadership style, in a major banking institution. Evidence for existence of the framework's key concepts in relation to leadership styles was explored through the self-reported sensemaking of leaders charged with CSR programme introduction. Qualitative data analysis indicated that explicit CSR is linked to an autocratic leadership style, whereas implicit CSR is more closely aligned with emergent and authentic styles. Although our results reinforced key aspects (...)
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  19. El Liderazgo Educativo y Las Competencias Tecnológicas Como Generadores Del Cambio (Educational Leadership and Technological Skills as Drivers of Change).V. Araiza, María de Jesús & Francisco Javier Jardines Garza - 2012 - Daena 7 (3):82-87.
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  20. International Trade and Health Policy: Implications of the GATS for US Healthcare Reform.Patricia J. Arnold & Terrie C. Reeves - 2005 - Journal of Business Ethics 63 (4):313-332.
    This paper examines the implications of the General Agreement on Trade in Services (GATS), the World Trade Organization’s agreement governing trade in health-related services, for health policy and healthcare reform in the United States. The paper describes the nature and scope of US obligations under the GATS, the ways in which the trade agreement intersects with domestic health policy, and the institutional factors that mediate trade-offs between health and trade policy. The analysis suggests that the GATS provisions on market access, (...)
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  21. Leadership: Rudy Giuliani's Lessons From Life, Law, and 9/11.J. Atcheson - 2003 - Journal of Thought 38 (1):77-80.
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  22. To Do No Harm? The Precautionary Principle and Moral Values.Robin Attfield - 2001 - Philosophy of Management 1 (3):11-20.
    From over 2000 years ago the ideal expressed in the Hippocratic Oath has encouraged doctors never knowingly to do harm: primum non nocere. Over 25 years ago the management writer Peter Drucker proposed it as the basis of a management ethic, ‘the right rule for the ethics managers need, the ethics of responsibility’. He argued then that the rule had wide scope encompassing for instance executive compensation, management rhetoric and the management of business impacts. In 2000 the United Nations Global (...)
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  23. Values and Poetic Organizations: Beyond Value Fit Toward Values Through Conversation. [REVIEW]Ellen R. Auster & R. Edward Freeman - 2013 - Journal of Business Ethics 113 (1):39-49.
    In the midst of greed, corruption, the economic crash and the general disillusionment of business, current conceptions of leadership, organizational values, and authenticity are being questioned. In this article, we fill a prior research gap by directly exploring the intersection of these three concepts. We begin by delving into the relationship between individual values and organizational values. This analysis reveals that the “value fit” approach to creating authenticity is limited, and also indicates that a deeper exploration of the nature of (...)
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  24. Leadership Manipulation and Ethics in Storytelling.Tommi P. Auvinen, Anna-Maija Lämsä, Teppo Sintonen & Tuomo Takala - 2013 - Journal of Business Ethics 116 (2):415-431.
    This article focuses on exerting influence in leadership, namely manipulation in storytelling. Manipulation is usually considered an unethical approach to leadership. We will argue that manipulation is a more complex phenomenon than just an unethical way of acting in leadership. We will demonstrate through an empirical qualitative study that there are various types of manipulation through storytelling. This article makes a contribution to the literature on manipulation through leadership storytelling, offering a more systematic empirical analysis and a more nuanced view (...)
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  25. When Leadership Goes Unnoticed: The Moderating Role of Follower Self-Esteem on the Relationship Between Ethical Leadership and Follower Behavior. [REVIEW]James B. Avey, Michael E. Palanski & Fred O. Walumbwa - 2011 - Journal of Business Ethics 98 (4):573 - 582.
    The authors examined the effects of ethical leadership on follower organizational citizenship behavior (OCB) and deviant behavior. Drawing upon research related to the behavioral plasticity hypothesis, the authors examined a moderating role of follower self-esteem in these relationships. Results from a field study revealed that ethical leadership is positively related to follower OCB and negatively related to deviance. We found that these relationships are moderated by followers' self-esteem, such that the relationships between ethical leadership and OCB as well as between (...)
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  26. Frequent Change and Turnover Intention: The Moderating Role of Ethical Leadership.Mayowa T. Babalola, Jeroen Stouten & Martin Euwema - forthcoming - Journal of Business Ethics.
    In a multi-source study, we examine how frequent change interacts with ethical leadership to reduce turnover intentions. We argue that ethical leaders enhance employees’ state self-esteem, which explains the moderating effect of ethical leadership. Results from 124 employee-coworker-supervisor triads revealed that ethical leadership moderated the relationship between frequent change and turnover intention such that the relationship was positive only when ethical leadership was low. The moderating relationship could be shown to be mediated by employees’ state self-esteem.
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  27. Democracy and Leadership.Irving Babbitt - 1926 - Philosophical Review 35 (4):377-381.
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  28. Democracy and Leadership. By T. V. Smith. [REVIEW]Irving Babbitt - 1924 - Ethics 35:194.
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  29. Constitutional Causes for Technological Leadership: Why Europe?Jürgen G. Backhaus - 2003 - Knowledge, Technology and Policy 15 (4):61-80.
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  30. Managerial Responsibility as Negotiated Order: A Social Construction Perspective.Loréa Baïada-Hirèche, Jean Pasquero & Jean-François Chanlat - 2011 - Journal of Business Ethics 101 (S1):17-31.
    This article examines how employees form their perceptions of managerial responsibility in a concrete organizational setting. Drawing on negotiated order theory, it shows that these perceptions are the result of complex processes of social construction and negotiation, rather than the application of predetermined ethics models or norms. Employees’ perceptions appear to be unstable; they are subject to constant alterations, fluctuating with the organizational circumstances, and are likely to create considerable organizational perturbations, especially when managers make complex and ambiguous decisions. This (...)
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  31. Ethical Marginality: The Icarus Syndrome and Banality of Wrongdoing.Dennis R. Balch & Robert W. Armstrong - 2010 - Journal of Business Ethics 92 (2):291-303.
    This study proposes a conceptual model to explain persistent, accepted-as-normal corporate wrongdoing (hereafter banality of wrongdoing), particularly for high performance organizations. The model describes five explanatory variables: the culture of competition, ends-biased leadership, missionary zeal, legitimizing myth, and the corporate cocoon. Our thesis is that the nature of competition drives both legitimate and illegitimate goal-seeking to adopt an iconoclastic (rule-breaking) orientation. High performance organizations are favorable hosts for wrongdoing because high performance requires aggressive behavior at the ethical margins of what (...)
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  32. Fair Trade and the Depersonalization of Ethics.Jérôme Ballet & Aurélie Carimentrand - 2010 - Journal of Business Ethics 92 (S2):317-330.
    Fair Trade has changed considerably since its early days. In this article, we argue that these changes have led to a depersonalization of ethics, thus raising serious questions about the future of Fair Trade. In particular, the depersonalization of ethics which is seen to accompany the current changes has led to greater variety in the interpretations of Fair Trade. Hiding these divergences behind the labels is increasing the risk that the movement will lose its credibility.
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  33. Common Higher Callings to Social Compassion: A Phenomenological Study of Civic Praxis.Herbert James Barker - 1997 - Dissertation, University of San Diego
    In recent decades there has been an increasing interest in the ethical dimensions of leadership. James MacGregor Burns' watershed work, Leadership, heralds an intellectual breakthrough for grasping the significance of a moral level of consciousness that is universal. Although Burns writes that humanistic psychology now allows for generalization about leadership process across cultures, there remains little research which frames leadership in a Global Ethic, in humanistic psychological constructs or as philosophical ideas of a universal ethical consciousness. Therefore, it is the (...)
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  34. Pseudo-Transformational Leadership: Towards the Development and Test of a Model.Julian Barling, Amy Christie & Nick Turner - 2008 - Journal of Business Ethics 81 (4):851-861.
    We develop and test a model of pseudo-transformational leadership. Pseudo-transformational leadership is manifested by a particular combination of transformational leadership behaviors, and is differentiated from both transformational leadership and laissez-faire -leadership. Survey data from senior managers show differential outcomes of transformational, pseudo-transformational, and laissez-faire leadership. Possible extensions of the theoretical model and directions for future research are offered.
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  35. Leadership Today: Can It Learn From an Ancient Rule?David Barry - 1999 - The Australasian Catholic Record 76 (2):176.
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  36. Review of Richard N. Knowles' The Leadership Dance: Pathways to Extraordinary Organizational Effectiveness. [REVIEW]Ken Baskin - 2002 - Emergence: Complexity and Organization 4 (4):98-100.
    (2002). Review of Richard N. Knowles' The Leadership Dance: Pathways to Extraordinary Organizational Effectiveness. Emergence: Vol. 4, No. 4, pp. 98-100. doi: 10.1207/S15327000EM0404_8.
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  37. Ethics, Character, and Authentic Transformational Leadership.Bernard M. Bass & Paul Steidlmeier - 2006 - Ethics 12:42.
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  38. Fair Trade in Italy: Too Much 'Movement' in the Shop? [REVIEW]Leonardo Becchetti & Marco Costantino - 2010 - Journal of Business Ethics 92 (2):181 - 203.
    We analyse the development of Fair Trade in Italy by examining its principles, structure, performance, dilemmas and potential solutions and identifying its main distinctive features. These lead us to develop a specifically Italian model. Fair Trade in Italy is younger than its more established North European counterparts and more focussed on broad social justice issues in addition to its concern to include marginalized producers. This normative difference has given rise to a social-economy-dominated value chain (with a partial corporate involvement uniquely (...)
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  39. Fair Trade in Italy: Too Much ‘Movement’ in the Shop?Leonardo Becchetti & Marco Costantino - 2010 - Journal of Business Ethics 92 (S2):181-203.
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  40. A Meta-Analytic Review of Ethical Leadership Outcomes and Moderators.Akanksha Bedi, Can M. Alpaslan & Sandy Green - forthcoming - Journal of Business Ethics.
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  41. Using Discourse to Restore Organisational Legitimacy: 'CEO-Speak' After an Incident in a German Nuclear Power Plant. [REVIEW]Annika Beelitz & Doris M. Merkl-Davies - 2012 - Journal of Business Ethics 108 (1):101-120.
    We analyse managerial discourse in corporate communication (‘CEO-speak’) during a 6-month period following a legitimacy-threatening event in the form of an incident in a German nuclear power plant. As discourses express specific stances expressed by a group of people who share particular beliefs and values, they constitute an important means of restoring organisational legitimacy when social rules and norms have been violated. Using an analytical framework based on legitimacy as a process of reciprocal sense-making and consisting of three levels of (...)
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  42. A Covenant of Commitment: Lessons and Characteristics of Mosaic Leadership.G. Beiles - 2002 - Journal of Thought 37 (1):37-52.
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  43. Ethical Leadership: Rebuilding Trust in Corporations.Richard Bellingham - 2003 - Hrd Press.
    Creating an ethical culture -- Winning through people -- Winning with customers -- Winning for the community -- Action steps and strategies -- Summary -- Appendix A: An ETHICS evaluation tool: ethics assessment and goal-setting -- Appendix B: Debate and guidance: the literature and best practices.
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  44. Responsible Leadership for Multinational Enterprises in Bottom of Pyramid Countries: The Knowledge of Local Managers. [REVIEW]Ron Berger, Chong Ju Choi & Jai Boem Kim - 2011 - Journal of Business Ethics 101 (4):553-561.
    The gulf between multinational enterprises’ focus on high income countries and the reality of 80% of the world living in developing, bottom of pyramid (Hahn, J Bus Ethics 84:313–324, 2009 ) economies could magnify the anti-globalisation movement and political backlashes in the twenty-first century. The global financial crisis of 2008 and 2009 has increased such social tensions throughout the world and creates greater challenges for, responsible leadership. In this conceptual article, the authors analyse the value and identity of local managers, (...)
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  45. Leadership Values: Insights From Ashoka's Inscriptions.C. P. Bhatta - 2000 - Journal of Human Values 6 (2):103-113.
    An attempt has been made in this article to re-examine the inscriptions of Ashoka, an ancient Indian king, who was a great leader, well known in history, who had the courage, confidence, vision and will to provide an administration based purely on genuine human values. As evidenced in his inscriptions, 'effective leadership' depends not on preaching moral values but on practising them, and modifying life and leadership styles accordingly. Ashoka believed that the success of a true leader is directly related (...)
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  46. Which Leadership Modet--Gandhian or Machiavellian?L. M. Bhole - 2001 - Journal of Human Values 7 (2):131-145.
    Many past and present events in the world clearly reflect the miserable failure of modern leadership across the globe. This has significantly contributed to the crisis of survival of humankind today. If humans and their environment are to survive, we need to search for the appropriate leadership model. To that effect this paper discusses the major tenets of the Gandhian and Machiavellian models of leadership in a comparative manner. The paper shows how and why the Gandhian model is admirable, attractive, (...)
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  47. “Down and Out” in D.C.: How Georgetown M.B.A. Students Learn About Leadership Through Service to Others. [REVIEW]Robert J. Bies - 1996 - Journal of Business Ethics 15 (1):103 - 110.
    This article describes a community service project in which M.B.A. students learn about and experience directly the dynamics of leadership and power. The purposes of this project are to help students better understand the social reality of powerlessness, and how they, through their political activism and influence management skills, can improve the situations and lives of powerless people in the local community. In so doing, students begin to see the connection between political action and moral ends, the fundamental learning objective (...)
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  48. Fair Trade's Sustainability.Sarah A. Bigney, Mark Haggerty & Stephanie A. Welcomer - 2010 - Proceedings of the International Association for Business and Society 21:158-162.
    This study examines the impact of Fair Trade on the sustainability of coffee growing. To examine sustainability we use an ethnographic approach, interviewingproducers and their associated buyers working in Fair Trade organizations in Chiapas Mexico. We focus on social, economic and ecological dimensions of the producers’ and buyers’ experience.
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  49. Kurt Lewin's Leadership Studies and His Legacy to Social Psychology: Is There Nothing as Practical as a Good Theory?Michael Billig - 2015 - Journal for the Theory of Social Behaviour 45 (4):440-460.
    This paper re-examines Kurt Lewin's classic leadership studies, using them as a concrete example to explore his wider legacy to social psychology. Lewin distinguished between advanced “Galileian” science, which was based on analysing particular examples, and backward “Aristotelian” science, which used statistical analyses. Close examination of the way Lewin wrote about the leadership studies reveals that he used the sort of binary, value-laden concepts that he criticised as “Aristotelian”. Such concepts, especially those of “democracy” and “autocracy”, affected the way that (...)
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  50. Fairness in International Trade and Investment: North American Perspectives. [REVIEW]Frederick Bird, Thomas Vance & Peter Woolstencroft - 2009 - Journal of Business Ethics 84 (3):405 - 425.
    This article reviews the practices and differing sets of attitudes North Americans have taken with respect to fairness in international trade and proposes a set of common considerations for ongoing debates about these matters. After reviewing the asymmetrical relations between Canada, the United States, and Mexico and the impact of multilateral trade agreements on bilateral trade between these countries, the article looks at four typical normative views with respect to trade held by North Americans. These views variously emphasize concerns for (...)
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