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Joseph A. Petrick [21]Joseph Anthony Petrick [1]
  1.  26
    Management Ethics: Integrity at Work.Joseph A. Petrick & John F. Quinn - 1997 - SAGE.
    Management Ethics: Integrity at Work redefines what it means for a manager to function with integrity in the private and public sectorsùdomestically and globally. It integrates the latest theoretical work in both descriptive and normative ethics, and incorporates legal, communication, quality, and organizational theories into a conceptual framework that improves managerial judgment in the handling of moral complexity at work. The authors use their organizational ethics consulting and academic research experience to provide practical assessment and decision-making tools that convert ethics (...)
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  2.  65
    The challenge of leadership accountability for integrity capacity as a strategic asset.Joseph A. Petrick & John F. Quinn - 2001 - Journal of Business Ethics 34 (3-4):331 - 343.
    The authors identify the challenge of holding contemporary business leaders accountable for enhancing the intangible strategic asset of integrity capacity in organizations. After defining integrity capacity and framing it as part of a strategic resource model of sustainable global competitive advantage, the stakeholder costs of integrity capacity neglect are delineated. To address this neglect issue, the authors focus on the cultivation of judgment integrity to handle behavioral, moral and hypothesized economic complexities as key dimensions of integrity capacity. Finally, the authors (...)
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  3.  94
    The integrity capacity construct and moral progress in business.Joseph A. Petrick & John F. Quinn - 2000 - Journal of Business Ethics 23 (1):3 - 18.
    The authors propose the integrity capacity construct with its four dimensions (process, judgment, development and system dimensions) as a framework for analyzing and resolving behavioral, moral and legal complexity in business ethics' issues at the individual and collective levels. They claim that moral progress in business comes about through the increase in stakeholders who regularly handle moral complexity by demonstrating process, judgment, developmental and system integrity capacity domestically and globally.
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  4.  51
    Sustainable Stakeholder Capitalism: A Moral Vision of Responsible Global Financial Risk Management.Joseph A. Petrick - 2011 - Journal of Business Ethics 99 (S1):93-109.
    The author identifies the major micro-, meso-, and macro-level financial risk shifting factors that contributed to the Great Global Recession and how the absence of a compelling moral vision of responsible financial risk management perpetuated the economic crisis and undermined the recovery by blind reliance upon insufficiently accountable bailouts. The author offers a new theoretical model of Sustainable Stakeholder Capitalism by exercising moral imagination which inclusively and moderately balances four multi-level factors: types of capitalism, moral theories, human nature drives, and (...)
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  5.  53
    Management educators' expectations for professional ethics development.Joseph A. Petrick & Robert F. Scherer - 2005 - Journal of Business Ethics 61 (4):301 - 314.
    Professional associations, like the Academy of Management, exist to foster and promote scholarship, exchange among faculty, and an environment conducive to member professional ethics development. However, this last purpose of such organizations has received the least amount of attention. Moreover, previous research has demonstrated that there are differences in perceived needs for professional ethics development between tenured and untenured faculty. In the current research 260 Academy of Management members were surveyed. The research identified differences between tenured and untenured management faculty (...)
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  6.  77
    Managerial Role Motivation and Role-related Ethical Orientation in Hong Kong.Bahman P. Ebrahimi, Joseph A. Petrick & Sandra A. Young - 2005 - Journal of Business Ethics 60 (1):29-45.
    Is there a relationship between the psychological construct of hierarchic managerial role motivation and the moral construct of role-related ethical orientation? In this study we examine this question using responses from a sample of 147 business students in Hong Kong. Managerial role motivation or motivation to manage is defined as an internal force that leads select individuals to pursue, enjoy, and succeed in management positions in relatively large hierarchical organizations. As hypothesized, respondents with higher levels of managerial role motivation demonstrated (...)
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  7.  24
    Management Educators’ Expectations for Professional Ethics Development.Joseph A. Petrick & Robert F. Scherer - 2005 - Journal of Business Ethics 61 (4):301-314.
    Professional associations, like the Academy of Management, exist to foster and promote scholarship, exchange among faculty, and an environment conducive to member professional ethics development. However, this last purpose of such organizations has received the least amount of attention. Moreover, previous research has demonstrated that there are differences in perceived needs for professional ethics development between tenured and untenured faculty. In the current research 260 Academy of Management members were surveyed. The research identified differences between tenured and untenured management faculty (...)
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  8.  8
    Chinese and Japanese Ethics and the Promise of Global Ethics in Business.Joseph A. Petrick - 2003 - Business Ethics Quarterly 13 (4):591-593.
  9.  38
    Basic Systems of Philosophy: Existentialism, Idealism, Pragmatism, Realism.Joseph A. Petrick - 1976 - Teaching Philosophy 1 (4):489-489.
  10.  52
    Economic Philosophy, Integrity Capacity and Global Business Citizenship.Joseph A. Petrick & John F. Quinn - 2007 - The Proceedings of the Twenty-First World Congress of Philosophy 5:187-194.
    The authors delineate the nature and neglect of integrity capacity and global business citizenship by world business leaders. They discuss how the philosophical analysis of moral and economic complexity enhances judgment integrity capacity and global business citizenship. Finally, the authors recommend positive action steps to improve global business citizenship and leadership integrity capacity through a balanced and inclusive pluralistic economic philosophy.
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  11.  18
    Economic Philosophy, Integrity Capacity and Global Business Citizenship.Joseph A. Petrick & John F. Quinn - 2007 - The Proceedings of the Twenty-First World Congress of Philosophy 5:187-194.
    The authors delineate the nature and neglect of integrity capacity and global business citizenship by world business leaders. They discuss how the philosophical analysis of moral and economic complexity enhances judgment integrity capacity and global business citizenship. Finally, the authors recommend positive action steps to improve global business citizenship and leadership integrity capacity through a balanced and inclusive pluralistic economic philosophy.
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  12.  16
    Global Human Resource Management Competence and Judgment Integrity Capacity.Joseph A. Petrick - 2000 - Business and Professional Ethics Journal 19 (3-4):117-138.
  13.  24
    Occupational Health and Safety in Russia and the Commonwealth of Independent States.Joseph A. Petrick & Foster C. Rinefort - 1999 - Business and Society Review 104 (4):417-438.
  14.  16
    The Challenge of Managing China's Workplace Safety.Joseph A. Petrick & Foster C. Rinefort - 2004 - Business and Society Review 109 (2):171-181.
  15.  9
    The Challenge of Managing Mexican Workplace Safety.Joseph A. Petrick & Foster C. Rinefort - 2006 - Business and Society Review 111 (2):223-234.
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  16. Theoretical issues in management ethics.Joseph A. Petrick - 2018 - In Eugene Heath, Byron Kaldis & Alexei M. Marcoux (eds.), The Routledge Companion to Business Ethics. Routledge.
     
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  17. Three pedagogical tools to advance management integrity capacity.Joseph A. Petrick - 2011 - In Charles Wankel & Agata Stachowicz-Stanusch (eds.), Management education for integrity: ethically educating tomorrow's business leaders. Emerald.
     
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  18.  68
    Business Ethics in North America: Trends and Challenges. [REVIEW]Joseph A. Petrick, Wesley Cragg & Martha Sañudo - 2011 - Journal of Business Ethics 104 (S1):51-62.
    Using 15 years of data (1995–2009) from literature reviews, survey questionnaires, personal interviews, and desktop research, the authors examine North American (Canada, Mexico, and the United States of America) regional trends in business ethics research, teaching and training. The patterns indicate that business ethics continues to flourish in North America with high levels of productivity in both quantity and quality of teaching, training and research publication outputs. Topics/themes that have been covered during the time period are treated with an acknowledgement (...)
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  19.  45
    A-V Reviews. [REVIEW]Joseph A. Petrick - 1977 - Teaching Philosophy 2 (2):210-211.
  20.  31
    Business Ethics: An Interactive Introduction, by Andrew Kernohan. [REVIEW]Joseph A. Petrick - 2016 - Teaching Philosophy 39 (3):384-387.
  21.  26
    Philosophy: Something To Believe In. [REVIEW]Joseph A. Petrick - 1976 - Teaching Philosophy 1 (3):332-334.