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  1. Business Ethics as Practice: Ethics as the Everyday Business of Business.Mollie Painter-Morland - 2008 - Cambridge University Press.
    The dissociation of ethics with practice -- Reconsidering approaches to moral reasoning -- Moral agency reconsidered -- Reconsidering values -- Leadership and accountability -- Reconsidering ethics management.
     
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  2.  30
    Questioning Corporate Codes of Ethics.Mollie Painter-Morland - 2010 - Business Ethics 19 (3):265-279.
    This paper argues that corporate Codes of Ethics lose their ability to further moral responsiveness because of the narrow instrumental purposes that inform their adoption and use. It draws on Jacques Derrida's reading of Emmanuel Levinas to argue that, despite the fact that all philosophical language entails a certain violence, corporate Codes of Ethics could potentially play a more meaningful role in furthering ethical questioning within corporations. The paper argues that Derrida's reading of Levinas' notion of 'the third' could precipitate (...)
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  3.  52
    Business Ethics and Continental Philosophy.Mollie Painter-Morland & René ten Bos (eds.) - 2011 - Cambridge University Press.
    Machine generated contents note: Introduction Mollie Painter-Morland and Rene; ten Bos; 1. Globalization Rene; ten Bos; 2. Corporate agency Mollie Painter-Morland; 3. Stakeholders David Bevan and Pat Werhane; 4. Organizational culture Hugh Willmott; ENRON narrative Hugh Willmott; 5. Moral dilemmas and decision-making Mollie Painter-Morland; 6. Organizational justice Carl Rhodes; 7. Reward and compensation Mollie Painter-Morland; 8. Leadership Rene; ten Bos and Sverre Spoelstra; 9. Whistle-blowing Mollie Painter-Morland and Rene; ten Bos; 10. Marketing Janet Borgerson; 11. CSR Stephen Dunne and Rene; (...)
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  4.  3
    Questioning Corporate Codes of Ethics.Mollie Painter-Morland - 2010 - Business Ethics: A European Review 19 (3):265-279.
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  5.  22
    Redefining Accountability As Relational Responsiveness.Mollie Painter-Morland - 2006 - Journal of Business Ethics 66 (1):89-98.
    The way in which accountability is currently employed in business ethics practice is based on a few central assumptions. It is assumed, for instance, that ethical failures result from the deliberate, rational decision-making of moral agents. A second important assumption is that there is a direct cause and effect relationship between the decisions and actions of individuals and the consequences of those decisions. Furthermore, the current approach towards accountability failures relies on the ability on legal sanctions to deter agents from (...)
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  6.  9
    Triple Bottom-Line Reporting as Social Grammar: Integrating Corporate Social Responsibility and Corporate Codes of Conduct.Mollie Painter-Morland - 2006 - Business Ethics 15 (4):352–364.
    This paper argues that many objections against, and limitations of, corporate codes of conduct can be addressed if a meaningful integration can be established between CSR and ethics management practices within corporations. It is proposed that the notion of the triple bottom‐line finally presents corporations with a mechanism to establish this integration. The paper draws on the second South African King Report on Corporate Governance, which succeeded in integrating corporate governance, ethics management and triple bottom‐line reporting by advocating what it (...)
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  7.  12
    Systemic Leadership and the Emergence of Ethical Responsiveness.Mollie Painter-Morland - 2008 - Journal of Business Ethics 82 (2):509-524.
    The author of this paper argues that the responsibility to nurture and encourage a relationally responsive ethical attitude among the members of an organizational system is shared by all who participate in it. In the dynamic environment of a complex adaptive organizational system where it is impossible to anticipate and legislate for every potential circumstantial contingency, creating and sustaining relationships of trust has to be a systemic capacity of the entire organization. Leadership is socially constructed, as the need for it (...)
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  8.  2
    Triple Bottom-Line Reporting as Social Grammar: Integrating Corporate Social Responsibility and Corporate Codes of Conduct.Mollie Painter-Morland - 2006 - Business Ethics: A European Review 15 (4):352-364.
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  9.  5
    Beyond the Curriculum: Integrating Sustainability Into Business Schools.Mollie Painter-Morland, Ehsan Sabet, Petra Molthan-Hill, Helen Goworek & Sander de Leeuw - 2016 - Journal of Business Ethics 139 (4):737-754.
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  10.  20
    Rethinking Responsible Agency in Corporations: Perspectives From Deleuze and Guattari. [REVIEW]Mollie Painter-Morland - 2011 - Journal of Business Ethics 101 (S1):83-95.
    The notion of “responsibility” can be understood in a number of different ways, namely as being accountable for one’s actions, as a personal trait, or as a task or duty that results from one’s role. In this article we will challenge the assumptions that underpin each of these employments of the word “responsibility” and seek to redefine the concept as such. The main thrust of the argument is that we need to critically interrogate the idea of “identity” and deliberate decision-making (...)
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  11.  19
    Conversations Across Continents: Teaching Business Ethics Online. [REVIEW]Mollie Painter-Morland, Juan Fontrodona, W. Michael Hoffman & Mark Rowe - 2003 - Journal of Business Ethics 48 (1):75-88.
    The paper focuses on an online business ethics course that three professors (Painter-Morland, Fontrodona and Hoffman) taught together, and in which the fourth author (Rowe) participated as a student, from their respective locations on three continents. The course was conducted using Centra software, which allowed for synchronous online interaction. The class included students from Europe, South Africa and the United States. In order to assess the value of synchronous online teaching for ethics training, the paper identifies certain knowledge, skills and (...)
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  12. Cutting-Edge Issues in Business Ethics.Patricia Werhane & Mollie Painter-Morland (eds.) - 2008
     
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  13.  29
    Defining Accountability in a Network Society.Mollie Painter-Morland - 2007 - Business Ethics Quarterly 17 (3):515-534.
    This paper challenges some of the basic epistemological assumptions that underpin our current conceptions of accountability.Recent legislative developments like Sarbanes-Oxley attempt to enhance accountability in the business environment through the employment of checks and balances and the threat of individual liability. This kind of legalistic strategy still seems to assume the existence of an individual agent who employs moral principles to come to decisions in a deliberate, impartial manner. This paper will emphasize that moral decision-making often does not take place (...)
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  14.  5
    Ethics and Sustainability Within SMEs1 in Sub-Saharan Africa: Enabling, Constraining and Contaminating Relationships.Mollie Painter-Morland & Kris Dobie - 2009 - African Journal of Business Ethics 4 (2):7.
    In this paper, we explore the role ethics plays in African SMEs. We looked specifically at the role that relationships between SMEs and their stakeholders play in enabling or foreclosing the possibility of ethical business practices. We argue that certain relationships, such as those between SMEs, suppliers, employees and local communities, can be described as enabling. Other relationships, such as those with corrupt governments, are contaminating. What seems to be needed is to expand on and strengthen certain constraining relationships, such (...)
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  15.  27
    A Response to William C. Frederick.Mollie Painter-Morland - 2004 - The Ruffin Series of the Society for Business Ethics 2004:177-188.
    This paper addresses the inherent danger of relativism in any naturalistic theory about moral decision-making and action. The implications of Frederick’s naturalistic view of corporations can easily lead one to believe that it has become impossible for theevolutionary firm (EF) to act with moral responsibility. However, if Frederick’s naturalistic account is located within the context of hisand other writers’ insights about complexity science, it may become possible to maintain a sense of creative, pragmatic moral decision-making in the face of supposedly (...)
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  16.  1
    The Problem with the Idea That « Only What Can Be Measured Can Be Managed » : Bataillean Intuitions.Mollie Painter-Morland - 2017 - Rue Descartes 91 (1):150.
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  17.  14
    Dealing with Difference and Dissensus Within the Tertiary Environment.Mollie Painter-Morland - 2002 - South African Journal of Philosophy 21 (2):113-121.
    An important challenge that many South African organisations face, is to find a way of dealing with difference that allows for unity amidst diversity. To make this possible, institutional frameworks should function as guiding and unifying forces without becoming repressing, totalising structures. Part of this process entails recognising that difference and dissensus need not result in fragmentation and a loss of organisational identity. In fact, when harnessed effectively, difference and dissensus can be come valuable resources for renewal and realignment within (...)
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  18.  12
    The Relationship Between Identity Crises and Crises of Control.Mollie Painter-Morland - 2013 - Journal of Business Ethics 114 (1):1-14.
    Corporate governance is a theme that is important to Business Ethicists for various reasons. It relates to how and for whose benefit corporations are governed, to how important corporate decisions are taken, and to how organizational cultures are “managed.” In this article, it will be argued that in each of these respects, corporate governance relies on particular identity constructs that need to be questioned. In fact, it will be argued that the way in which corporate governance initiatives address the various (...)
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  19.  11
    Guest Editor's Introduction.Mollie Painter-Morland - 2010 - Philosophy Today 54 (1):3-6.
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  20.  19
    Narrative Engagement.Mollie Painter-Morland - 2004 - Teaching Ethics 5 (1):1-21.
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    Editors' Introduction.Patricia H. Werhane & Mollie Painter-Morland - 2011 - Business and Professional Ethics Journal 30 (3-4):177-178.
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  22.  7
    From CSR to Sustainable Business—Transformational Leadership in Action.Richard Straub & Mollie Painter-Morland - 2012 - Business and Professional Ethics Journal 31 (2):349-361.
    This contribution to the Decennial volume brings together the insights of a seasoned business practitioner on the sustainability imperatives that corporations face, and a response from an academic who works in the field of sustainability and business ethics. Dr. Straub draws on Peter Drucker to reassert the importance of fulfilling the economic mission of the enterprise, but argues that it needs repositioning. Business must be responsive to customer and employee needs, and in order to do so, transformational leadership is required. (...)
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  23. Academic Response to Richard Straub.Mollie Painter-Morland - 2012 - Business and Professional Ethics Journal 31 (2):355.
     
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  24. Sustainable Development and Well-Being: A Philosophical Challenge.Mollie Painter-Morland, Geert Demuijnck & Sara Ornati - 2017 - Journal of Business Ethics 146 (2):295-311.
    This paper aims at gaining a better understanding of the inherent paradoxes within sustainability discourses by investigating its basic assumptions. Drawing on a study of the metaphoric references operative in moral language, we reveal the predominance of the ‘well-being = wealth’ construct, which may explain the dominance of the ‘business case’ cognitive frame in sustainability discourses. We incorporate economic well-being variables within a philosophical model of becoming well :221–231, 2005), highlighting the way in which these variables consistently articulate a combination (...)
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  25. The Problem with the Idea That « Only What Can Be Measured Can Be Managed » : Bataillean Intuitions.Mollie Painter-Morland - 2016 - Rue Descartes 91 (4):150.
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