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David Ardagh [12]David W. Ardagh [2]
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Profile: David William Ardagh (Charles Sturt University)
  1. 9 The Ethical Basis for HRM Professionalism and Codes of Conduct.David Ardagh - 2007 - In Ashly Pinnington, Rob Macklin & Tom Campbell (eds.), Human Resource Management: Ethics and Employment. Oxford University Press. pp. 152.
     
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  2.  10
    Ethics and the Human Resource Manager.David Ardagh & Rob Macklin - 1998 - Business and Professional Ethics Journal 17 (4):61-78.
  3.  21
    The Immorality of Nuclear Deterrence.David Ardagh - 1990 - International Philosophical Quarterly 30 (3):343-358.
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  4.  27
    Presuppositions of Collective Moral Agency.David Ardagh - 2012 - Philosophy of Management 11 (2):5-28.
    This is the second of three papers with the overall title: “A Quasi-Personal Alternative to Some Anglo-American Pluralist Models of Organisations: Towards an Analysis of Corporate Self-Governance for Virtuous Organisations”.1 In the first paper, entitled: “Organisations as quasi-personal entities: from ‘governing’ of the self to organisational ‘self ’-governance: a Neo-Aristotelian quasi-personal model of organisations”, the artificial corporate analogue of a natural person sketched there, was said to have quasi-directive, quasi-operational and quasi-enabling/resource-provision capacities. Its use of these capacities following joint deliberation (...)
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  5.  34
    Aquinas On Happiness.David W. Ardagh - 1979 - New Scholasticism 53 (4):428-459.
  6.  9
    Well-Being, Rule, and Conscience.David Ardagh - 1999 - Professional Ethics, a Multidisciplinary Journal 7 (3):137-154.
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  7.  14
    A Quasi-Personal Alternative to Some Anglo-American Pluralist Models of Organisations.David Ardagh - 2011 - Philosophy of Management 10 (3):41-58.
    An organisation which operates without a ‘self-concept’ of its goals, authorised roles, governance procedures regarding sharing information, decisional powers and procedures, and distribution of benefits, or without continuous audit of its impact on its end-users, other players in the practice, and the state, does so at some ethical risk.This paper argues that a quasi-personal model of the collective ethical agency of organisations and states is helpful in suggesting some of these key areas which are liable to need careful organisational design (...)
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  8.  1
    A Critique of Some Anglo-American Models of Collective Moral Agency in Business.David Ardagh - 2013 - Philosophy of Management 12 (3):5-25.
    The paper completes a trilogy of papers, under the title: “A Quasi-Personal Alternative to Some Anglo-American Pluralist Models of Organisations: Towards an Analysis of Corporate Self-Governance for Virtuous Organisations”. The first two papers of the three are published in Philosophy of Management, Volumes 10,3 and 11,2. This last paper argues that three dominant Anglo-American organisational theories which see themselves as “business ethics-friendly,” are less so than they seem. It will be argued they present obstacles to collective corporate moral agency. They (...)
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  9. Aquinas On Happiness: A Defence.David W. Ardagh - 1979 - New Scholasticism 53 (4):428-459.
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  10. A Quasi-Personal Alternative to Some Anglo-American Pluralist Models of Organisations: Towards an Analysis of Corporate Self-Governance for Virtuous Organisations.David Ardagh - 2011 - Philosophy of Management 10 (3):41-58.
    An organisation which operates without a ‘self-concept’ of its goals, authorised roles, governance procedures regarding sharing information, decisional powers and procedures, and distribution of benefits, or without continuous audit of its impact on its end-users, other players in the practice, and the state, does so at some ethical risk.This paper argues that a quasi-personal model of the collective ethical agency of organisations and states is helpful in suggesting some of these key areas which are liable to need careful organisational design (...)
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  11. Ethics, Empowerment, and Education: A Neo-Aristotelian Case for the Public Duty to Educate and Train.David Ardagh - 2000 - Australian Journal of Professional and Applied Ethics 2 (2).
     
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  12. Presuppositions of Collective Moral Agency: Analogy, Architectonics, Justice, and Casuistry.David Ardagh - 2012 - Philosophy of Management 11 (2):5-28.
    This is the second of three papers with the overall title: “A Quasi-Personal Alternative to Some Anglo-American Pluralist Models of Organisations: Towards an Analysis of Corporate Self-Governance for Virtuous Organisations”.1 In the first paper, entitled: “Organisations as quasi-personal entities: from ‘governing’ of the self to organisational ‘self ’-governance: a Neo-Aristotelian quasi-personal model of organisations”, the artificial corporate analogue of a natural person sketched there, was said to have quasi-directive, quasi-operational and quasi-enabling/resource-provision capacities. Its use of these capacities following joint deliberation (...)
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  13. The Professional Ideal and the Practises of Global Professional Service Businesses: Some Ongoing Tensions.David Ardagh - 2004 - Australian Journal of Professional and Applied Ethics 6 (2).
     
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  14. Well-Being, Rule, and Conscience: The Uses of Casuistry by Professionals.David Ardagh - 1999 - Professional Ethics, a Multidisciplinary Journal 7 (3/4):137-154.
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