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  1. 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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  • The Experiences of One Faculty Member in a Business Ethics Seminar: What Can We Take Back to the Classroom? [REVIEW]Renate R. Mai-Dalton - 1987 - Journal of Business Ethics 6 (7):509 - 511.
    The author's experiences in an ethics seminar for business school faculty are described. Conclusions from the dynamics of the participants' interactions are drawn and recommendations are made for teaching business school students about ethics.
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  • What Can Managers Do About Unethical Management?Richard P. Nielsen - 1987 - Journal of Business Ethics 6 (4):309 - 320.
    What can and should we do as managers and administrators when our sense of personal morality is at odds with our organization's behavior? Among the many alternatives are: (1) not think about it; (2) go along and get along; (3) protest; (4) conscientiously object; (5) leave; (6) secretly blow the whistle; (7) publicly blow the whistle; (8) secretly threaten to blow the whistle; (9) sabotage; and, (10) negotiate and build consensus for a change in the unethical behavior. This article considers (...)
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  • Limitations of Ethical Reasoning as an Action (Praxis) Strategy.Richard P. Nielsen - 1988 - Journal of Business Ethics 7 (10):725 - 733.
    For both philosophers and managers, reasoning with ourselves and others can be used both as (1) a way of knowing what is ethical and (2) a way of acting to help ourselves, others and organizations behave ethically. However, for many of us, knowing is frequently not the same as acting. Four areas are addressed: (1) thirteen limitations of ethical reasoning as an action strategy; (2) how a better understanding of these limitations can strengthen ethical reasoning as an action strategy; (3) (...)
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  • Good Intentions Aside: Drafting a Functionalist Look at Codes of Ethics.Johannes Brinkmann & Knut Ims - 2003 - Business Ethics 12 (3):265–274.
  • Good Intentions Aside: Drafting a Functionalist Look at Codes of Ethics.Johannes Brinkmann & Knut Ims - 2003 - Business Ethics: A European Review 12 (3):265-274.
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