Abstract
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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Richard P. Nielsen is a professor in the Department of Organizational Studies, School of Management, Boston College, Chestnut Hill, MA 02167, USA. Related articles of his include: ‘Toward an action philosophy for managers based on Arendt and Tillich,’ Journal of Business Ethics 3, 1984, 153–161; “What can managers do about unethical management,” Journal of Business Ethics 6, 1987, 153–161; “Limitations of ethical reasoning as an action (praxis) strategy,” Journal of Business Ethics 7, 1988, 725–733; and, ‘Cooperative Strategy,” Strategic Management Journal 9, 1988, 475–492.
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Nielsen, R.P. Negotiating as an ethics action (praxis) strategy. J Bus Ethics 8, 383–390 (1989). https://doi.org/10.1007/BF00381730
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DOI: https://doi.org/10.1007/BF00381730