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  1. Corporate Social Responsibility as Shaped by Managers’ Role Dissonance: Cleaning Services Procurement in Israel.Galit Segev, Sarit Nisim & Orly Benjamin - 2015 - Journal of Business Ethics 130 (1):209-221.
    Public procurement provides an excellent window into the shaping of corporate social responsibility of companies contracted by the government. To this emerging scholarly realization, we want to add that public procurement provides also the opportunity to examine corporate social responsibility as practiced by public sector organizations. This opportunity enables the investigation of the conditions under which public sector organizations endorse CSR guidelines, adherence to which demonstrates accountability for their service providers’ legal, employment-related practices. Our study examined the possibility that public (...)
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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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  • The Bathsheba Syndrome: The Ethical Failure of Successful Leaders.Dean C. Ludwig & Clinton O. Longenecker - 1993 - Journal of Business Ethics 12 (4):265-273.
    Reports of ethical violations by upper level managers continue to multiply despite increasing attention being given to ethics by firms and business schools. Much of the analysis of these violations focuses on either these managers'lack of operational principles or their willingness to abandon principles in the face ofcompetitive pressures. Much of the attention by firms and business schools focuses either on the articulation of operational principles (a deontological approach) or on the training of managers to sort their way through subtle (...)
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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 Uses of Moral Talk: Why Do Managers Talk Ethics? [REVIEW]Frederick Bird, Frances Westley & James A. Waters - 1989 - Journal of Business Ethics 8 (1):75 - 89.
    When managers use moral expressions in their communications, they do so for several, sometimes contradictory reasons. Based upon analyses of interviews with managers, this article examines seven distinctive uses of moral talk, sub-divided into three groupings: (1) managers use moral talk functionally to clarify issues, to propose and criticize moral justifications, and to cite relevant norms; (2) managers also use moral talk functionally to praise and to blame as well as to defend and criticize structures of authority; finally (3) managers (...)
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  • Instilling Ethical Behavior in Organizations: A Survey of Canadian Companies. [REVIEW]R. Murray Lindsay, Linda M. Lindsay & V. Bruce Irvine - 1996 - Journal of Business Ethics 15 (4):393 - 407.
    An organization's management control system can play an important role in influencing ethical behavior among employees. In this paper a theoretical framework of control is developed by linking various ethics related control mechanisms reported in the literature to the primary components of a management control system. In addition, the findings of a survey of the Financial Post's Top 1 000 Canadian industrial and service companies are reported. The survey investigated organizations' use of ethical codes of conduct, whistleblowing systems, ethics committees, (...)
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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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  • Focusing on Individuals' Ethical Judgement in Corporate Social Responsibility Curricula.Patrick Maclagan & Tim Campbell - 2011 - Business Ethics 20 (4):392-404.
    Adequate discussion of individuals' moral deliberation is notably absent from much of the literature on corporate social responsibility (CSR). We argue for a refocusing on the role of the individual in that context. In particular we regard this as important in CSR course design, for practical, pedagogical and moral reasons. After addressing some of the theoretical background to our argument, and noting some respects in which individual action features in the context of CSR, we consider the usefulness (or otherwise) of (...)
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  • Conflicting Obligations, Moral Dilemmas and the Development of Judgement Through Business Ethics Education.Patrick Maclagan - 2012 - Business Ethics 21 (2):183-197.
    Learning to address moral dilemmas is important for participants on courses in business ethics and corporate social responsibility (CSR). While modern, rule-based ethical theory often provides the normative input here, this has faced criticism in its application. In response, post-modern and Aristotelian perspectives have found favour. This paper follows a similar line, presenting an approach based initially on a critical interpretation of Ross's theory of prima facie duties, which emphasises moral judgement in actual situations. However, the retention of a modern (...)
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  • Teaching Ethics Cases: A Pragmatic Approach.Alan E. Singer - 2013 - Business Ethics 22 (1):16-31.
    A new framework-based approach to teaching and analyzing business ethics cases is set out. Using the framework, students are encouraged to adopt two different perspectives: business as usual and a more obviously moral point of view. Subsequently, they are prompted to craft a synthesis or compromise. Several pedagogical benefits flow from adopting the approach, including the cultivation of moral tolerance and improvements in the structure and scope of written action justifications. In addition, the framework enables students to relate ethical theories (...)
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  • Conflicting Obligations, Moral Dilemmas and the Development of Judgement Through Business Ethics Education.Patrick Maclagan - 2012 - Business Ethics: A European Review 21 (2):183-197.
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  • Focusing on Individuals' Ethical Judgement in Corporate Social Responsibility Curricula.Patrick Maclagan & Tim Campbell - 2011 - Business Ethics: A European Review 20 (4):392-404.
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