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  1. Rationality, Ethical Codes, and an Egalitarian Justification of Ethical Expertise: Implications for Professions and Organizations.John Dienhart - 1995 - Business Ethics Quarterly 5 (3):419-450.
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  • Organization Ethics From a Perspective of Praxis.Richard P. Nielsen - 1993 - Business Ethics Quarterly 3 (2):131-151.
    Organization ethics praxis is theory and method of appropriate action for addressing ethics issues and developing ethical organizations. The perspective of praxis (theory and method of action) is important and different from the perspectives of theoria (theory of understanding), epistemology (ways of knowing), and ontology (ways of being/existing). Praxis is the least developed area within the field of organization ethics. Differences between theoria and praxis are considered within the context of Kohlberg-Gilligan developmental ethics where part of the controversy may be (...)
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  • Negotiating as an Ethics Action (Praxis) Strategy.Richard P. Nielsen - 1989 - Journal of Business Ethics 8 (5):383 - 390.
    Ethical reasoning as an action (praxis) as opposed to a knowing (epistemology) strategy is not always effective in guilding ethical, stopping or turning around unethical organizational behavior. In contrast, nonviolent forcing strategies can be very effective, but also destructive. If reasoning is an idealistic thesis and forcing is its pragmatic, material antithesis, then do we need a synthesis action (praxis) strategy such as problem solving negotiating? There are also limitations with negotiating.
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  • Teaching Business Ethics: Questioning the Assumptions, Seeking New Directions. [REVIEW]Frida Kerner Furman - 1990 - Journal of Business Ethics 9 (1):31 - 38.
    An examination of leading textbooks suggests the predominance of a principle-based model in the teaching of business ethics. The model assumes that by teaching students the rudiments of ethical reasoning and ethical theory, we can hope to create rational, independent, autonomous managers who will apply such theory to the many quandary situations of the corporate world. This paper challenges these assumptions by asking the following questions: 1. Is the acquisition of principle-based ethical theory unproblematic? 2. What is the transferability of (...)
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  • The Challenge of Ethical Behavior in Organizations.Ronald R. Sims - 1992 - Journal of Business Ethics 11 (7):505 - 513.
    This paper is designed to do three things while discussing the challenge of ethical behavior in organization. First, it discusses some reasons why unethical behavior occurs in organization. Secondly, the paper highlights the importance of organizational culture in establishing an ethical climate within an organization. Finally, the paper presents some suggestions for creating and maintaining an ethically-oriented culture.
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  • Dialogic Leadership as Ethics Action (Praxis) Method.Richard P. Nielsen - 1990 - Journal of Business Ethics 9 (10):765 - 783.
    Dialogic leadership as ethics method respects, values, and works toward organizational objectives. However, in those situations where there may be conflicts and/or contradictions between what is ethical and what is in the material interest of individuals and/or the organization, the dialogic leader initiates discussion with others (peers, subordinates, superiors) about what is ethical with at least something of a prior ethics truth intention and not singularly a value neutral, constrained optimization of organizational objectives. Cases are considered where dialogic leadership: (1) (...)
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  • The Institutionalization of Organizational Ethics.Ronald R. Sims - 1991 - Journal of Business Ethics 10 (7):493 - 506.
    The institutionalization of ethics is an important task for today's organizations if they are to effectively counteract the increasingly frequent occurrences of blatantly unethical and often illegal behavior within large and often highly respected organizations. This article discusses the importance of institutionalizing organizational ethics and emphasizes the importance of several variables (psychological contract, organizational commitment, and an ethically-oriented culture) to the institutionalization of ethics within any organization.... institutionalizing ethics may sound ponderous, but its meaning is straightforward. It means getting ethics (...)
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  • An Integrative Model for Understanding and Managing Ethical Behavior in Business Organizations.W. Edward Stead, Dan L. Worrell & Jean Garner Stead - 1990 - Journal of Business Ethics 9 (3):233 - 242.
    Managing ethical behavior is a one of the most pervasive and complex problems facing business organizations today. Employees' decisions to behave ethically or unethically are influenced by a myriad of individual and situational factors. Background, personality, decision history, managerial philosophy, and reinforcement are but a few of the factors which have been identified by researchers as determinants of employees' behavior when faced with ethical dilemmas. The literature related to ethical behavior is reviewed in this article, and a model for understanding (...)
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  • Predicting Ethical Values and Training Needs in Ethics.Victor J. Callan - 1992 - Journal of Business Ethics 11 (10):761 - 769.
    Two hundred and twenty-six state employees completed a structured questionnaire that investigated their ethical values and training needs. Top management were more likely to have attitudes against cronyism and giving advantage to others. Individuals higher in the organizational hierarchy, and female employees were more likely to believe that discriminatory practices were an ethical concern. In addition, employees with a larger number of clients outside of the organization were more supportive of the need to maintain strict confidentiality in business dealings. Employees'' (...)
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  • Multinational Corporate Social Responsibility, Ethics, Interactions and Third World Governments: An Agenda for the 1990s. [REVIEW]Sita C. Amba-Rao - 1993 - Journal of Business Ethics 12 (7):553 - 572.
    A critical literature on mulitnational corporate social responsibility has developed in recent years. Many authors addressed the issue in the Third World countries. This paper reviews the literature, focusing on the relationship between the multinational corporations (MNCs) and Third World governments in fulfilling the social responsibility, based on the underlying ethical imperative.There is a growing consensus that both corporations and governments should accept moral responsibility for social welfare and individual interests in their economic transactions. A collaborative relationship is proposed where (...)
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