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Daniel G. Arce [7]Daniel G. M. Arce [2]
  1.  11
    Giving Voice to Values as a Leverage Point in Business Ethics Education.Daniel G. Arce & Mary C. Gentile - 2015 - Journal of Business Ethics 131 (3):535-542.
    The Giving Voice to Values pedagogy and curriculum is described as an example of a powerful leverage point in the integration of business ethics and values-driven leadership across the business curriculum. GVV is post-decision-making in that it identifies an ethical course of action and asks practitioners to identify who are the parties involved and what’s at stake for them; what are the main arguments to be countered; and what levers that can be used to influence those who are in disagreement. (...)
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  2.  11
    Profits, Layoffs, and Priorities.Daniel G. Arce & Sherry Xin Li - 2011 - Journal of Business Ethics 101 (1):49 - 60.
    This study examines the deliberations of professional MBA students when presented with a dilemma that weighs the difference between commitments to profit-maximization against concerns for fired workers who would need to seek a new job during a recession. Using content analysis, accounting, economic, and ethically based rationales that differ from the profit-maximizing recommendation are categorized. Results also show that those who make non-profit-maximizing recommendations consider, but ultimately reject the profit-maximizing approach to layoffs.
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  3.  50
    Correlated Strategies as Institutions.Daniel G. M. Arce - 1997 - Theory and Decision 42 (3):271-285.
    Two institutions that are often implicit or overlooked in noncooperative games are the assumption of Nash behavior to solve a game, and the ability to correlate strategies. We consider two behavioral paradoxes; one in which maximin behavior rules out all Nash equilibria (‘Chicken’), and another in which minimax supergame behavior leads to an ‘inefficient’ outcome in comparison to the unique stage game equilibrium (asymmetric ‘Deadlock’). Nash outcomes are achieved in both paradoxes by allowing for correlated strategies, even when individual behavior (...)
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  4.  20
    10.5840/Jbee20118128.Daniel G. Arce - 2000 - Journal of Business Ethics Education 1 (1):343-347.
  5.  10
    The Indirect Ethics of AIG’s ‘Backdoor Bailout’.Daniel G. Arce & Laura Razzolini - 2018 - Journal of Business Ethics 148 (1):37-51.
    We experimentally assess the ethics of the U.S. government’s indirect bailout of the bank counterparties of American International Group during the 2008 financial crisis. When the indirect bailout is jointly compared with a counterfactual where the government directly bails out the banks, subjects judge the indirect bailout to be far more unethical. On the other hand, when the two scenarios are judged separately, subjects consider a direct bailout of banks to be more unethical. This suggests that ethical judgments of indirect (...)
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  6.  5
    New Face of Development Assistance.Todd Sandler & Daniel G. Arce - 2012 - In Eric Brousseau, Tom Dedeurwaerdere & Bernd Siebenhüner (eds.), Reflexive Governance for Global Public Goods. MIT Press. pp. 55.
    This chapter focuses on changing moral values associated with the provision of public goods, which incorporates an additional moral condition based on donor self-interest. Assistance for less-developed countries to replace ozone-depleting chlorofluorocarbons with non-ozone-depleting hydrofluorocarbons helps the donor country to achieve a thicker stratospheric ozone layer, which protects its own citizens, along with others. The elimination of corrupt practices can provide LDCs with markets for primary exports and lead to better provision of public goods. Improved economic conditions in these countries (...)
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