19 found
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  1.  47
    An Integrative Descriptive Model of Ethical Decision Making.Kelly C. Strong & G. Dale Meyer - 1992 - Journal of Business Ethics 11 (2):89 - 94.
    This paper presents an integrative, descriptive model of ethical decision making, with special attention given to issues of measurement. After building the model, hypotheses are developed from a portion of it. These hypotheses are tested in an exploratory analysis to determine if further research and testing of this model and the measurement instruments it employs are warranted.
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  2.  31
    THE* Rules of Stakeholder Satisfaction (* Timeliness, Honesty, Empathy).Kelly C. Strong, Richard C. Ringer & Steven A. Taylor - 2001 - Journal of Business Ethics 32 (3):219 - 230.
    The results of an exploratory study examining the role of trust in stakeholder satisfaction are reported. Customers, stockholders, and employees of financial institutions were surveyed to identify management behaviors that lead to stakeholder satisfaction. The factors critical to satisfaction across stakeholder groups are the timeliness of communication, the honesty and completeness of the information and the empathy and equity of treatment by management.
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  3.  21
    A Critique of Western Philosophical Ethics: Multidisciplinary Alternatives for Framing Ethical Dilemmas. [REVIEW]William B. Carlin & Kelly C. Strong - 1995 - Journal of Business Ethics 14 (5):387 - 396.
    American discourse in business ethics is steeped in the traditional ethical theories of Western philosophies, specifically the Greek classics, Kant, and the British Utilitarians. These theories may be largely uninterpretable or unacceptable to non-Western populations owing to different traditions, religious beliefs, or cultural histories. As economic boundaries collapse and markets become more global in scope, traditional Western ethical thought may lead to clashes among Western organizations and companies from differing cultural settings. Such clashes could lead to alienation of foreign customers, (...)
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  4.  29
    Living Ethics.Joseph Solberg, Kelly C. Strong & Charles McGuire - 1995 - Journal of Business Ethics 14 (1):71-81.
    Much has been written recently about both the urgency and efficacy of teaching business ethics. The results of our survey of AACSB member schools confirm prior reports of similar surveys: The teaching of business ethics is indiscriminate, unorganized, and undisciplined in most North American schools of business. If universities are to be taken seriously in their efforts to create more ethical awareness and better moral decision-making skills among their graduates, they must provide a rigorous and well-developed system in which students (...)
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  5.  9
    A Postmodern Feminist Perspective on Organizations in the Natural Environment Rethinking Ecological Awareness.Kelly C. Strong - 1996 - Business and Society 35 (1):62-78.
  6. The Failure or Philosophical Ethics in the International Marketplace.William B. Carlin & Kelly C. Strong - 1991 - Proceedings of the International Association for Business and Society 2:857-874.
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  7. A New Model of Job Training for Economic Rebirth.Kelly C. Strong & David V. Rudd - 1996 - Proceedings of the International Association for Business and Society 7:445-456.
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  8. Have Employees Lost Stakeholder Status?Kelly C. Strong & Richard C. Ringer - 1997 - Proceedings of the International Association for Business and Society 8:641-643.
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  9. North American Versus South American Work and Family Orientation.Kelly C. Strong, Joel D. Nicholson & Warren Nielsen - 1994 - Proceedings of the International Association for Business and Society 5:793-804.
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  10.  22
    A Model for Feed-Forward Assessment of Student Learning in Industry-Issues Courses.Kelly C. Strong & Rhonda Wiley Jones - 2005 - Proceedings of the International Association for Business and Society 16:379-380.
    The validity of assessment programs is increasingly important in higher education. Existing approaches to assessment are problematic because they eitherfail to provide timely feedback or have suspect measurement issues. We propose a feed-forward assessment model to help overcome these two limitations oftraditional assessment approaches.
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  11.  11
    An Expioratory Analysis of Differences in Perception of Philanthropic Responsibility Between CEOs and Other Managers.Kelly C. Strong & G. Dale Meyer - 1990 - Proceedings of the International Association for Business and Society 1:484-502.
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  12.  9
    A Voice From the Past: Aristotle on the Mission of the Firm.Kelly C. Strong - 2000 - Business and Professional Ethics Journal 19 (2):83-94.
  13. An Empirical Test of Integrative Social Contracts Theory.Kelly C. Strong & Richard C. Ringer - 1997 - Proceedings of the International Association for Business and Society 8:629-640.
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  14.  4
    Circulation Economies and Ecology Management.Kelly C. Strong - 1993 - Proceedings of the International Association for Business and Society 4:873-884.
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  15.  4
    Influence of Embedded Cultural Values Upon International Transaction Costs.Kelly C. Strong & James Weber - 1992 - Proceedings of the International Association for Business and Society 3:148-157.
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  16.  4
    A Re-Examination of the German "Green Dot" Law.Kelly C. Strong & Magdalen Mayer - 2000 - Proceedings of the International Association for Business and Society 11:231-240.
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  17.  2
    Employment Rights.Kelly C. Strong - 1990 - Proceedings of the International Association for Business and Society 1:724-742.
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  18.  2
    Society's Side of Social Responsibility.Kelly C. Strong & Richard C. Ringer - 1994 - Proceedings of the International Association for Business and Society 5:553-564.
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  19.  3
    Embedded Cultural Values and International Transaction Cost Advantages.Kelly C. Strong & James Weber - 1994 - International Journal of Value-Based Management 7 (3):207-218.
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