27 found
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  1.  63
    Virtuous Decision Making for Business Ethics.Chris Provis - 2010 - Journal of Business Ethics 91 (S1):3 - 16.
    In recent years, increasing attention has been given to virtue ethics in business. Aristotle's thought is often seen as the basis of the virtue ethics tradition. For Aristotle, the idea of phronësis, or 'practical wisdom', lies at the foundation of ethics. Confucian ethics has notable similarities to Aristotelian virtue ethics, and may embody some similar ideas of practical wisdom. This article considers how ideas of moral judgment in these traditions are consistent with modern ideas about intuition in management decision making. (...)
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  2.  40
    Guanxi and Conflicts of Interest.Chris Provis - 2008 - Journal of Business Ethics 79 (1-2):57 - 68.
    "Guanxi" involves interpersonal obligations, which may conflict with other obligations people have that are based on general or abstract moral considerations. In the West, the latter have been widely accepted as the general source of obligations, which is perhaps tied to social changes associated with the rise of capitalism. Recently, Western ethicists have started to reconsider the extent to which personal relationships may form a distinct basis for obligation. In administration and management, salient bases for decision-Making include deontological, consequentialist and (...)
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  3.  70
    The Ethics of Impression Management.Chris Provis - 2010 - Business Ethics, the Environment and Responsibility 19 (2):199-212.
    There are differences among forms of impression management that are relevant to its ethical evaluation. Sometimes, moral appraisal is to do with impression management as a tactic of influence, but not about deception. In other cases, an audience is given a true or a false impression, and ethical questions of deception arise, but they are made more complex by the need to consider the responsibility of an audience in reaching its conclusions. Cases where that is an issue blend into a (...)
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  4.  12
    Guanxi and Conflicts of Interest.Chris Provis - 2008 - Journal of Business Ethics 79 (1-2):57-68.
    "Guanxi" involves interpersonal obligations, which may conflict with other obligations people have that are based on general or abstract moral considerations. In the West, the latter have been widely accepted as the general source of obligations, which is perhaps tied to social changes associated with the rise of capitalism. Recently, Western ethicists have started to reconsider the extent to which personal relationships may form a distinct basis for obligation. In administration and management, salient bases for decision-Making include deontological, consequentialist and (...)
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  5.  16
    The Ethics of Impression Management.Chris Provis - 2010 - Business Ethics: A European Review 19 (2):199-212.
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  6.  4
    Individuals, Groups, and Business Ethics.Chris Provis - 2011 - Routledge.
    Ethical principles and ethical decision making -- Ethics, society, and individuals -- Individuals, expectations, and groups -- Institutions, norms and ethics -- A hypothetical case : endeavour organisation -- Conflicts of obligations -- Obligations, exploitation, and identity -- Decisions, groups, and reasons.
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  7. A Longitudinal Study of the Predictors of Perceived Procedural Justice in Australian University Staff.Silvia Pignata, Anthony H. Winefield, Chris Provis & Carolyn M. Boyd - 2016 - Frontiers in Psychology 7.
  8.  32
    Caring Work, Personal Obligation and Collective Responsibility.Chris Provis & Sue Stack - 2004 - Nursing Ethics 11 (1):5-14.
    Studies of workers in health care and the care of older people disclose tensions that emerge partly from their conflicting obligations. They incur some obligations from the personal relationships they have with clients, but these can be at odds with organizational demands and resource constraints. One implication is the need for policies to recognize the importance of allowing workers some discretion in decison making. Another implication may be that sometimes care workers can meet their obligations to clients only by taking (...)
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  9.  10
    Business Ethics, Confucianism and the Different Faces of Ritual.Chris Provis - 2020 - Journal of Business Ethics 165 (2):191-204.
    Confucianism has attracted some attention in business ethics, in particular as a form of virtue ethics. This paper develops ideas about Confucianism in business ethics by extending discussion about Confucian ideas of ritual. Ritual has figured in literature about organisational culture, but Confucian accounts can offer additional ideas about developing ethically desirable organisational cultures. Confucian ritual practice has diverged from doctrine and from the classical emphasis on requirements for concern and respect as parts of ritual. Despite some differences of emphasis (...)
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  10.  32
    Intuition, Analysis and Reflection in Business Ethics.Chris Provis - 2017 - Journal of Business Ethics 140 (1):5-15.
    The paper aim draws together two ideas that have figured in different strands of discussion in business ethics: the ideas of intuition and of reflection. They are considered in company with the third, complementary, idea of analysis. It is argued that the interplay amongst these is very important in business ethics. The relationship amongst the three ideas can be understood by reference to parts of modern cognitive psychology, including dual-process theory and the Social Intuitionist Model. Intuition can be misleading when (...)
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  11.  50
    Negotiation, Persuasion and Argument.Chris Provis - 2004 - Argumentation 18 (1):95-112.
    Argument is often taken to deal with conflicting opinion or belief, while negotiation deals with conflicting goals or interests. It is widely accepted that argument ought to comply with some principles or norms. On the other hand, negotiation and bargaining involve concession exchange and tactical use of power, which may be contrasted with attempts to convince others through argument. However, there are cases where it is difficult to draw a clear distinction between bargaining and argument: notably cases where negotiators persuade (...)
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  12. Guanxi, Relationships and Ethics.Chris Provis - 2004 - Australian Journal of Professional and Applied Ethics 6 (1).
     
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  13.  39
    Ethics, Deception and Labor Negotiation.Chris Provis - 2000 - Journal of Business Ethics 28 (2):145 - 158.
    There has been widespread emphasis on the importance of trust amongst parties to the employment relationship, associated with a call for increased "integrative bargaining". Trust is bound up with ethical action, but there has been some debate about the ethics of deception in bargaining. Because it is possible for cooperative bargainers to be exploited, some writers contend that deceptive behavior is ethical and established practice. There are several problems about that view. It is questionable how clear and uniform such a (...)
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  14.  21
    Industrial Relations, Ethics and Conscience.Chris Provis - 2006 - Business Ethics, the Environment and Responsibility 15 (1):64–75.
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  15.  9
    Industrial Relations, Ethics and Conscience.Chris Provis - 2006 - Business Ethics: A European Review 15 (1):64-75.
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  16. The Ethics of Emotional Labour.Chris Provis - 2001 - Australian Journal of Professional and Applied Ethics 3 (2).
     
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  17. Ethics, Groups and Belief.Chris Provis - 2007 - Australian Journal of Professional and Applied Ethics 9 (2):4-13.
     
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  18.  10
    Honesty in Negotiation.Chris Provis - 2000 - Business Ethics, the Environment and Responsibility 9 (1):3-12.
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  19.  3
    Awareness of Stress-Reduction Interventions on Work Attitudes: The Impact of Tenure and Staff Group in Australian Universities.Silvia Pignata, Anthony H. Winefield, Chris Provis & Carolyn M. Boyd - 2016 - Frontiers in Psychology 7.
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  20.  14
    Honesty in Negotiation.Chris Provis - 2000 - Business Ethics, the Environment and Responsibility 9 (1):3–12.
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  21. Value Orientation of Manufacturing Managers in the Punjab.Howard Harris, Manjit Monga & Chris Provis - 2004 - Australian Journal of Professional and Applied Ethics 6 (2).
     
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  22. Justifications for Wage Differentials.Chris Provis - 2010 - Australian Journal of Professional and Applied Ethics 11 (1-2).
     
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  23. Presidential Address: Ethics, Groups and Belied.Chris Provis - 2007 - Australian Journal of Professional and Applied Ethics 9 (2).
     
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  24.  21
    ‘Adaptive and Agile Organisations’: Do They Actually Exist?Howard Harris, Saadia Carapiet & Chris Provis - 2004 - Philosophy of Management 4 (1):3-11.
    Management are increasingly using adaptive and agile organisations as a means to competitive advantage. In these organisations there is a flux in membership of work groups and organisation in response to external environment. The theory of complex adaptive systems suggests that the application of a few simple rules can lead to complex structures. But is there a relationship between the members of the organisation? Do they constitute a group, or an organisation? The paper advances a number of reasons why adaptive (...)
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  25.  53
    Dirty Hands and Loyalty in Organisational Politics.Chris Provis - 2005 - Business Ethics Quarterly 15 (2):283-298.
    Organisational politics can raise the problem of “dirty hands,” illustrated in this paper by an example drawn from a textbook on organisation theory. The initial question is whether the main character has different ethical and political obligations, but this leads on to the question to what extent we can distinguish various different categories of obligation. The example may be of special interest because of the importance of close personal relationship in organisational politics, which brings the dirty hands problem together with (...)
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  26.  21
    Why Is Trust Important?Chris Provis - 2001 - Philosophy of Management 1 (2):31-41.
    There is now a bewildering array of literature about trust, written from a variety of disciplinary orientations. However, much of the literature skirts around the fact that trust is closely tied to some ethical judgements. When we discuss trust and trustworthiness, our language spans the gap between fact and value, and that is sometimes forgotten when emphasis is given to the instrumental benefits of trust and trustworthiness. It is important to remember that sometimes trust is good not as a means (...)
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  27.  19
    Reason and Emotion.Chris Provis - 1981 - Canadian Journal of Philosophy 11 (3):439 - 456.
    It has been widely held, and still is held to some extent, that emotion and reason tend to be incompatible, that if a person is influenced by emotion to hold the beliefs he does, or perform the actions he does, then they tend to that extent to be unreasonable. This opinion manifests itself in a variety of ways. For example, it is no coincidence that Sherlock Holmes, the archetypal person of reason, is emotionally cold and detached. In a recent philosophical (...)
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