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Profile: Paul Griseri (Middlesex University)
  1.  47
    Real Knowledge Managers.Paul Griseri, Frits Schipper, Nigel Laurie & Mark Dibben - 2010 - The Philosophers' Magazine 49 (49):77-80.
    There is a presumption that it is the philosophers who know the truth, and the business people who need to be told it. However, business is a unique phenomenon. At no time in human history has anything quite like this been seen before. Unreflective or no, crises or no, poverty or no, something works in this system.
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  2.  10
    Can a Dead Man Be Harmed?Paul Griseri - 1987 - Philosophical Investigations 10 (4):317-329.
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  3.  12
    In Defence of Principles? A Response to Lurie and Albin.Paul Griseri - 2008 - Journal of Business Ethics 83 (4):615-625.
    This article presents a response to a recent article by Yotam Lurie and Robert Albin in which they discuss and present the merits of casuistry as a method for resolving moral dilemmas in business, principally by developing 'edifying' perspectives on the situation, and in doing so highlight the shortcomings of principles (such as the categorical imperative) in generating insights and thereby moral choices. The present article accepts the importance of cases and examples as a source of insight, but argues that (...)
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  4.  22
    Editorial.Paul Griseri - 2010 - Philosophy of Management 9 (1):1-3.
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  5.  19
    Paul Griseri, Management Philosophy: A Radical-Normative Perspective. [REVIEW]Paul Griseri - 2003 - Philosophy of Management 3 (2):67-71.
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  6.  8
    FOCUS: Consistency and Sympathy Changing Attitudes Through Moral Theories.Paul Griseri - 1994 - Business Ethics: A European Review 3 (4):201-206.
  7.  10
    Punishment and Reparation.Paul Griseri - 1985 - Philosophical Quarterly 35 (141):394-413.
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  8.  3
    Editorial - Ethics and Politics in the Philosophy of Management.Paul Griseri - 2016 - Philosophy of Management 15 (2):95-97.
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  9.  5
    Emotion and Cognition in Business Ethics Teaching.Paul Griseri - 2002 - Teaching Business Ethics 6 (3):371-391.
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  10.  16
    FOCUS: Consistency and Sympathy Changing Attitudes Through Moral Theories.Paul Griseri - 1994 - Business Ethics 3 (4):201–206.
    Arguments may have little effect in changing people's views, but trying to sympathise with another's point of view can open the possibility of changing one's own attitude. Dr.Griseri is Director of the MBA Programme at the Management Centre, London Guildhall University, 84 Moorgate, London EC2M 6SQ.
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  11.  6
    Popular Management Books: How They Are Made and What They Mean for Organisations by Staffan Furusten. [REVIEW]Paul Griseri - 2001 - Philosophy of Management 1 (2):89-92.
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  12.  6
    The Ideal of Professionalism.Paul Griseri - 2005 - Philosophy of Management 5 (3):71-78.
    Bob Brecher raises a critique of professional ethics on the basis that it is less concerned with the protection of the public and is more a legalistic device that protects professionals from being accountable, often by defining certain issues out of court. His argument is criticised on the basis that it focuses upon the existing professions, and does not address the general idea of professionalism. This paper presents professionalism as being based in the idea of a job well done, which (...)
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  13.  6
    What Do We Know About Organisations? A Socratic Dialogue.Paul Griseri - 2008 - Philosophy of Management 6 (3):3-22.
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  14.  5
    Critical Discussion: Philosophy and Organization, Edited by Campbell Jones and René Ten Bos. [REVIEW]Paul Griseri - 2013 - Philosophy of Management 12 (1):67-73.
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  15.  2
    Concrete Abstractions.Paul Griseri - 2014 - Philosophy of Management 13 (2):1-3.
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  16. An Introduction to the Philosophy of Management.Paul Griseri - 2013 - Sage Publications.
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  17. Editorial: Challenges.Paul Griseri - 2015 - Philosophy of Management 14 (2):81-83.
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  18. Editorial: Care, Mufti, and the Instrumental Turn.Paul Griseri - 2014 - Philosophy of Management 13 (1):1-4.
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  19. Editorial: On Practices and Principles.Paul Griseri - 2015 - Philosophy of Management 14 (3):157-158.
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  20. In Search of Business Ethics.Paul Griseri & Jon Groucutt - 1997
     
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  21. Loyal Talents, Distorted Knowledge?Paul Griseri - 2014 - Philosophy of Management 13 (3):1-2.
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  22. Managing Values Ethical Change in Organisations.Paul Griseri - 1998
     
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  23. Ontology and the Good in Organisations.Paul Griseri - 2013 - Philosophy of Management 12 (3):1-3.
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  24. Real Knowledge Managers.Paul Griseri, Frits Schipper, Nigel Laurie & Mark Dibben - 2010 - The Philosophers' Magazine 49:77-80.
    There is a presumption that it is the philosophers who know the truth, and the business people who need to be told it. However, business is a unique phenomenon. At no time in human history has anything quite like this been seen before. Unreflective or no, crises or no, poverty or no, something works in this system.
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  25. The Ideal of Professionalism: A Discussion of Bob Brecher’s ‘Against Professional Ethics’.Paul Griseri - 2005 - Philosophy of Management 5 (3):71-78.
    Bob Brecher raises a critique of professional ethics on the basis that it is less concerned with the protection of the public and is more a legalistic device that protects professionals from being accountable, often by defining certain issues out of court. His argument is criticised on the basis that it focuses upon the existing professions, and does not address the general idea of professionalism. This paper presents professionalism as being based in the idea of a job well done, which (...)
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  26. The Master of the Passions? An Examination of the Role of Reason in Action.Paul Griseri - 1988 - Dissertation, University of Kent at Canterbury (United Kingdom)
    Available from UMI in association with The British Library. ;Is reason the slave of the passions? In Part I it is argued that neither the humean nor the kantian answers to this question can be maintained simpliciter. Each side of the controversy has to make significant concessions to the other. One consequence of this is that humean and kantian approaches to action are less clearly distinguished than might initially be supposed. ;In Part II several central notions are examined. The idea (...)
     
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