Organizational Ethics, Misc

Numerous labor-management issues possess ethical dimensions and pose ethical questions. In this article, the authors discuss four labor-management issues that present important contemporary problems: union organizing, labor-management negotiations, employee involvement programs, and union obligations of fair representation. In the authors view, labor and management too often view their ethical obligations as beginning and ending at the law''s boundaries. Contemporary business realities suggest that cooperative and enlightened modes of interaction between labor and management seem appropriate.

The question of who exactly is responsible for an organization’s actions cannot be too carefully considered, as a clear understanding of this point is crucial from ethical, moral, managerial, and public perspectives. This article discusses how to justify a non-participant member’s responsibility for the actions of other group members, establishing collective responsibility. The article develops a novel context-depended framework that solves this problem by supplying good grounds for perceiving organizations as organic entities, which is adequate for establishing collective responsibility. I (...) suggest that to be responsible for the actions of an organization, one has to belong to that organization, even if one has not taken any part at any level in group actions. The more regular concept of causal responsibility is not applicable here since it cannot account for the responsibility of non-participant members. (shrink)

An appeal to philosophers who believe in social contract theory to revise their thinking in fundamental ways. In particular, it calls upon them to take corporations -- especially transnational corporations -- more seriously in their speculations on the "just state" than they have up till now. Why? Because transnational corporations today exercise de facto sovereignty--a sovereignty that always influences, sometomes equals, and often overpowers the sovereignty of nation states. (Excerpted from Paul Durbin's detailed analysis of book in 2006.).

Existence of state-supported academies of science is a distinctive feature of the fundamental-science organization in Ukraine. Their research staff is divided into two groups: (i) personal members (academicians and corresponding members) and the rest of the researchers. First-group members have numerous economic and status privileges. It is officially purported that personal members are scientifically qualified than their colleagues. We analyzed this hypothesis on the basis of international indicators of the scientifi c activity (numbers of publications in the international peer-reviewed journals (...) and citations in them). The indicators testify that there are no distinctions between representatives of both groups being of the same age and qualifi cation. A conclusion is made that the lifelong privileges of the first group are ill-founded. (shrink)

Certain principle aspects of the fundamental science state in Ukraine as of 2014 were analyzed. It was shown that no awareness exists in the country that the main although not unique task of the science consists in the creation of new knowledge. The special attention was paid to state academies of science, in particular, to the National academy of science of Ukraine. It was demonstrated that the active law concerning science as well as the project of the new law have (...) substantial shortcomings from the judiciary viewpoint and inhibit a free progress of science in line with general trends of the developed countries. The existing status of the autonomous state academies, being a peculiar symbiosis the non-governmental organization and state institution, was criticized. The concept of a scientific elite was analyzed, which was used to determine its true level. Certain scientometric data on the Ukrainian science were presented. A very unsatisfactory situation with social sciences and humanities was shown. Criteria were discussed for the future audit of the Ukrainian science in order to reform it in the European style. (shrink)

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 (...) to utilize. It is argued that this posthumanizing technologization of organizations will especially be driven by developments in three areas: 1) technologies for human augmentation and enhancement, including many forms of neuroprosthetics and genetic engineering; 2) technologies for synthetic agency, including robotics, artificial intelligence, and artificial life; and 3) technologies for digital-physical ecosystems and networks that create the environments within which and infrastructure through which human and artificial agents will interact. -/- Drawing on a typology of contemporary posthumanism, organizational posthumanism is shown to be a hybrid form of posthumanism that combines both analytic, synthetic, theoretical, and practical elements. Like analytic forms of posthumanism, organizational posthumanism recognizes the extent to which posthumanization has already transformed businesses and other organizations; it thus occupies itself with understanding organizations as they exist today and developing strategies and best practices for responding to the forces of posthumanization. On the other hand, like synthetic forms of posthumanism, organizational posthumanism anticipates the fact that intensifying and accelerating processes of posthumanization will create future realities quite different from those seen today; it thus attempts to develop conceptual schemas to account for such potential developments, both as a means of expanding our theoretical knowledge of organizations and of enhancing the ability of contemporary organizational stakeholders to conduct strategic planning for a radically posthumanized long-term future. (shrink)

The aim of this paper is to explore the possibilities for an immanent ethics for business. The paper has three parts. In the first part, I make some general and critical comments about the nature of business ethics. In the second part, I outline the immanent ethics as presented by the French philosopher Gilles Deleuze. Then, I positioning immanent ethics within business, primarily in relation to the terms "best practice" and "best fit." The main claim here is that an immanent (...) ethics encourages a shift from a merely reactive approach toward an active. This shift opens up the field for an affirmative practice that aims at enlarging the discussion within business ethics as such. (shrink)

This essay has two parts. The first part gives a brief overview of the foundations of economics. The second part contains a broader outline of the way in which philosopher Gilles Deleuze thinks of ethics. In the second part, I also explore the potential connections between Deleuze's thoughts and economics. Especially, I focus on the concepts of "human capital," "empowerment," and more fruitful, the concept of "power-with" as proposed by organizational theorist, Mary Parker Follett. By doing so, I try to (...) minimize the gap between economics and ethics as presented here. Finally, I determine whether it is possible to do business with Deleuze. (shrink)

Change has traditionally been perceived as something to be avoided in favor of stability. This can be witnessed in both individual and organizational approaches to change. In this paper, change as a process of becoming is analyzed. The author relates change to seduction to introduce new perspectives to the concept. The principal idea is that the process of change is a seductive experience. This assumption highlights the positive aspects of becoming, growing, and changing. In doing so, reference is made to (...) the philosophy of Gilles Deleuze, as well as the humanistic psychology of Carl Rogers, to analyze seduction, as presented in The Seducer’s Diary by the philosopher Søren Kierkegaard. The qualification of this claim is based on this reading. Finally, a conclusion is offered through brief comments on the relationship between seduction, personal growth, and self-actualization. (shrink)

Trust has a great potential for furthering our understanding of organizational change and learning. This potential however remains largely untapped. It is argued that two reasons as for why this potential remains unrealized are: (i) A narrow conceptualization of change as implementation and (ii) an emphasis on direct and aggregated effects of individual trust to the exclusion of other effects. It is further suggested that our understanding of the effects of trust on organizational change, should benefit from including effects of (...) trust on the formulation stage. It should also benefit from exploring the structuring effects of trust in organizations. Throughout this chapter, ways to extend current research on trust in organizations are suggested. The chapter also provides examples of relevant contributions where available. In order to capture organizational effects of trust, it is suggested that trust should be studied over longer time intervals, and include several referents of trust, spanning both horizontal and vertical relationships in the organization. (shrink)

Drawing on propositions from the signaling theory and expectancy theory, this study hypothesizes that the perceived corporate citizenship of job seekers positively affects a firm’s attractiveness and career success expectation. This study’s proposed research hypotheses are empirically tested using a survey of graduating MBA students seeking a job. The empirical findings show that a firm’s corporate citizenship provides a competitive advantage in attracting job seekers and fostering optimistic career success expectation. Such findings substantially complement the growing literature arguing that corporate (...) citizenship brings firms competitive advantages without solid evidence from the perspective of recruitment and human resources. Finally, managerial implications and limitations of this study are also discussed. (shrink)

Trust has a great potential for furthering our understanding of organizational change and learning. This potential however remains largely untapped. It is argued that two reasons as for why this potential remains unrealized are: (i) A narrow conceptualization of change as implementation and (ii) an emphasis on direct and aggregated effects of individual trust to the exclusion of other effects. It is further suggested that our understanding of the effects of trust on organizational change, should benefit from including effects of (...) trust on the formulation stage. It should also benefit from exploring the structuring effects of trust in organizations. Throughout this chapter, ways to extend current research on trust in organizations are suggested. The chapter also provides examples of relevant contributions where available. In order to capture organizational effects of trust, it is suggested that trust should be studied over longer time intervals, and include several referents of trust, spanning both horizontal and vertical relationships in the organization. (shrink)

Job satisfaction cannot be defined by a single measurement alone. In fact, there is substantial evidence to support a relationship between satisfaction and performance of a job. For such a relationship there has been tremendous interest among managers and economists as it helps in increasing the quality as well as quantity of the production. However, some argue contrarily, that rather it is the performance that leads to satisfaction. Whatever be the direction of relationship, one thing is clear that productivity and (...) satisfaction have some mutual relationship and each of them affects the other. This paper examines as to when generalizations are to be made it becomes imperative to see which of the factor differentiates the job satisfaction level of private from the public sector employees and if the satisfaction levels of any of the two sectors are different from the other then what are the implications of that on the performance, growth and effectiveness in the long run. The paper empirically measures employee satisfaction in key areas, organizations can gain the information needed to improve their satisfaction, motivation, retention and productivity. (shrink)

At the root of the corruption problem is its moral and economic nature. The economic problem is a moral problem. Modern theories of corruption are usually empirical in nature. However, they are not without their ideological dimensions though in the modern scheme of things, a normative framework is usually not rationally entertained. Empiricism combined with materialism takes on the reins of economies; however, disregard of the spiritual will not bring any lasting solution. A vision of the absolute is needed. There (...) are various ideologies and religions that provide some kind of a vision or the other. The biblical vision is both historical and prophetic as well. And, the Church is called to be the model of that vision in this pervert and corrupt world. (shrink)

In two experimental studies we explore to what extent the general effects of positive and negative framing also apply to positive and negative persuasion. Our results reveal that negative persuasion induces substantially higher levels of skepticism and awareness of being subjected to a persuasion attempt. Furthermore, we demonstrate that in positive persuasion, more claims lead to stronger persuasion, while in negative persuasion, the numerosity of claims carries no significant effect. We interpret this finding along the lines of a satiety-model of (...) persuasion. Finally, using diluted, or low strength claims in a persuasion attempt, we reveal a significant interaction between dispositional reactance and dilution of claims on persuasion knowledge. The interaction states that diluted claims increase the awareness of being subjected to a persuasion attempt, but only for those with a high dispositional level of reactance. (shrink)

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 (...) have a say over the governance of the firm. Second, the structure of the argument is unfolded. Third, two salient similarities between firms and states regarding their internal and external effects and the standing of their members are addressed in order to asses the potential and limits of the argument, as well as three relevant differences regarding the voluntariness of their membership, the narrowness of their goals, and the stiffness of the competition they face. After considering these similarities and differences, the paper contends that the the parallel-case argument provides a sound reason in favor of democracy in the workplace—a reason, however, that needs to be importantly qualified and that is only pro tanto. (shrink)

While there is much literature on autonomy and the conditions for its attainment, there is less on how those conditions reflect on agents’ ordinary careers. Most people’s careers involve a great deal of subservient activity that would prevent the kind of control over agents’ actions that autonomy would seem to require. Yet, it would seem strange to deny autonomy to every agent who regularly follows orders at work—to do so would make autonomy a futile ideal. Most contemporary autonomy accounts provide (...) purely theoretical analysis without reference to any practical goal that autonomy could serve. These accounts are likely to resolve this issue in one direction: either almost entirely including or excluding subservient workers from autonomy. Either solution would fail to distinguish agents who sufficiently control their lives, in spite of limited subservience, according to their own standards, from agents for whom subservience precludes a fulfilling life. I suggest the solution lies in a return to goal-oriented autonomy accounts, which can use the goal to distinguish when subservience overwhelms autonomy from when subservience and autonomy can coexist. I present an account that anchors autonomy in the happiness that it provides for agents who sufficiently control their lives as determined by their more important prudential standards. On this account, agents in subservient careers can be autonomous if they determine how to make their careers consistent with their happiness. (shrink)

A path model of organizational creativity was presented; it conceptualized the influences of information sharing, learning culture, motivation, and networking on creative climate. A structural equation model was fitted to data from the pharmaceutical industry to test the proposed model. The model accounted for 86% of the variance in the creative climate dependent variable. Information sharing had a positive effect on learning culture, which in turn had a positive effect on creative climate, while there were negative direct effects of information (...) sharing on creative climate and on intrinsic motivation. This study suggests that information sharing and intrinsic motivation are important drivers for organizational creativity in a complex R&D environment in the pharmaceutical industry. Implications of the model are discussed. (shrink)

This paper examines how different forms of performance evaluation relate to aspects of the creative climate in a major pharmaceutical company. The study was based on a large employee-attitude survey that was distributed to all company employees. The study analyses survey results from 5,333 employees at five R&D sites. The results indicate that management’s evaluation of employees (either dialogue-based or control-based) relates to the type of motivation (intrinsic or extrinsic) that drives employees, to their style of thinking (value-focused thinking) and (...) on their attitudes to organizational creativity. The paper then discusses implications of these findings for HRM. (shrink)

Socially responsible investment (SRI) has increasingly assumed a major role in global equity markets. In this article we argue that the continued growth in investors seeking to align their ethical concerns with their investment strategies may influence the way in which the employment relationship is managed in publicly-listed corporations. After tracing the historical development of SRI, its implications for the conduct of human resource management (HRM) are examined. We conclude by analysing a number of the key problems associated with investor (...) confidence in SRI funds and present a range of suggested techniques for improving screening methodologies. (shrink)

The members of any functioning modern society live their lives amid complex networks of overlapping institutions. Apart from the major political institutions of law and government, however, much normative political theory seems to regard this institutional fabric as largely a pragmatic convenience. This paper contests this assumption by reflecting on how institutions both constrain and enable spheres of effective action and responsibility. In this way a society’s institutional fabric constitutes, in Samuel Scheffler’s phrase, an infrastructure of responsibility. The paper discusses (...) three key normative aspects of this infrastructure. First, institutions define roles and rules, alongside forms of sanction and encouragement, so as to realise limited forms of practical, normative agreement. Second, institutions allocate and adjudicate distinct responsibilities. This creates separate spheres of initiative, ensuring responsibilities are fulfilled and providing for structured disagreement and change. Third, because we move through a plurality of institutions and associations, we experience varying responsibilities and forms of recognition. Individual identities thus depend on several different forms of recognition, and are well placed to resist totalising or fundamentalist temptations. In sum, the paper argues that a liberal institutional fabric provides essential moral stability, though not an undesirable fixity. By containing the fragility and dangers of individual moral judgment, our institutional fabric allows such judgment to play a valuable role in human affairs. (shrink)