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Abe Zakhem [5]Abe J. Zakhem [1]Abe Joseph Zakhem [1]
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Abe Zakhem
Seton Hall University
  1.  50
    Sweatshops and Free Action: The Stakes of the Actualism/Possibilism Debate for Business Ethics.Travis Timmerman & Abe Zakhem - forthcoming - Journal of Business Ethics.
    Whether an action is morally right depends upon the alternative acts available to the agent. Actualists hold that what an agent would actually do determines her moral obligations. Possibilists hold that what an agent could possibly do determines her moral obligations. Both views face compelling criticisms. Despite the fact that actualist and possibilist assumptions are at the heart of seminal arguments in business ethics, there has been no explicit discussion of actualism and possibilism in the business ethics literature. This paper (...)
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  2.  43
    Bridging the Gap Between Theory and Practice: Using the 1991 Federal Sentencing Guidelines as a Paradigm for Ethics Training. [REVIEW]Daniel E. Palmer & Abe Zakhem - 2001 - Journal of Business Ethics 29 (1-2):77 - 84.
    Although Business Ethics has become a topic of wide discussion in both academia and the corporate world, questions remain as how to present ethical issues in a manner that will effectively influence the decisions and behavior of business employees. In this paper we argue that the Federal Sentencing Guidelines (FSG) offer a unique opportunity for bridging the gap between the theory and practice of business ethics. We first explain what the FSG are and how they apply to organizations. We then (...)
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  3.  61
    Stakeholder Management Capability: A Discourse–Theoretical Approach.Abe Zakhem - 2008 - Journal of Business Ethics 79 (4):395-405.
    Since its inception, Stakeholder Management Capability (SMC) has constituted a powerful hermeneutic through which business organizations have understood and leveraged stakeholder relationships. On this model, achieving a high level of capability largely depends on managerial ability to effectively bargain with stakeholders and establish solidarity vis-à-vis the successful negotiation, implementation, and execution of "win–win" transactional exchanges. Against this account, it is rightly pointed out that a transactional explanation of stakeholder relationships, regarded by many as the bottom line for stakeholder management, fails (...)
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  4.  17
    Sporting Integrity, Coherence, and Being True to the Spirit of a Game.Abe Zakhem & Michael Mascio - 2018 - Sport, Ethics and Philosophy 13 (2):227-236.
    The term ‘sporting integrity’ is widely used in the normative assessment of sports. The term, however, suffers from a lack of conceptual precision. Alfred Archer’s ‘coherence-view’ of sporting integrity goes a long way to help clarify what ‘sporting integrity’ actually means and the specific institutional and individual obligations that it generates. Archer argues that ‘sporting integrity’ essentially means that the constraints athletes face ‘cohere’, in the sense of applying consistent inefficiencies between athletic competitors. For example, those who use performance enhancing (...)
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  5.  40
    The Virtues of a Good Fight: Assessing the Ethics of Fighting in the National Hockey League.Abe Zakhem - 2015 - Sport, Ethics and Philosophy 9 (1):32-46.
    Violence in sports is under intense public scrutiny. One hotly disputed issue concerns the acceptability of violent retaliation in sports, particular in the form of fighting in the National Hockey League. The question posed here is: Can fighting in the NHL be virtuous? Some think not, maintaining that fighting is undisciplined and ostensibly at odds with the virtues of good temper and justice. Contrary to this conclusion, this paper presents arguments that support the view that fighting in the NHL can (...)
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