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  1.  45
    The Ethics of Managerial Subjectivity.Eduardo Ibarra-Colado, Stewart R. Clegg, Carl Rhodes & Martin Kornberger - 2006 - Journal of Business Ethics 64 (1):45 - 55.
    This paper examines ethics in organizations in relation to the subjectivity of managers. Drawing on the work of Michel Foucault we seek to theorize ethics in terms of the meaning of being a manager who is an active ethical subject. Such a manager is so in relation to the organizational structures and norms that govern the conduct of ethics. Our approach locates ethics in the relation between individual morality and organizationally prescribed principles assumed to guide personal action. In this way (...)
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  2.  7
    ‘The Ethics of Managerial Subjectivity’.Eduardo Ibarra-Colado, Stewart R. Clegg, Carl Rhodes & Martin Kornberger - 2006 - Journal of Business Ethics 64 (1):45-55.
    This paper examines ethics in organizations in relation to the subjectivity of managers. Drawing on the work of Michel Foucault we seek to theorize ethics in terms of the meaning of being a manager who is an active ethical subject. Such a manager is so in relation to the organizational structures and norms that govern the conduct of ethics. Our approach locates ethics in the relation between individual morality and organizationally prescribed principles assumed to guide personal action. In this way (...)
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  3.  85
    ‘If I Should Fall From Grace…’: Stories of Change and Organizational Ethics. [REVIEW]Carl Rhodes, Alison Pullen & Stewart R. Clegg - 2010 - Journal of Business Ethics 91 (4):535 - 551.
    Although studies in organizational storytelling have dealt extensively with the relationship between narrative, power and organizational change, little attention has been paid to the implications of this for ethics within organizations. This article addresses this by presenting an analysis of narrative and ethics as it relates to the practice of organizational downsizing. Drawing on Paul Ricoeur's theories of narrative and ethics, we analyze stories of organizational change reported by employees and managers in an organization that had undergone persistent downsizing. Our (...)
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  4.  11
    ‘If I Should Fall From Grace…’: Stories of Change and Organizational Ethics.Carl Rhodes, Alison Pullen & Stewart R. Clegg - 2010 - Journal of Business Ethics 91 (4):535-551.
    Although studies in organizational storytelling have dealt extensively with the relationship between narrative, power and organizational change, little attention has been paid to the implications of this for ethics within organizations. This article addresses this by presenting an analysis of narrative and ethics as it relates to the practice of organizational downsizing. Drawing on Paul Ricoeur’s theories of narrative and ethics, we analyze stories of organizational change reported by employees and managers in an organization that had undergone persistent downsizing. Our (...)
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  5.  16
    Management Ethics: Contemporary Contexts.Stewart R. Clegg & Carl Rhodes (eds.) - 2006 - Routledge.
    The purpose of this edited book is to provide new insight into the understanding of ethics as they relate to organization practice and managerial behavior in todays economy. It provides an overview and critique of ethics as it relates to key contemporary challenges and issues for organizations these include globalization, sustainability, consumerism, neo-liberalism, corporate collapses, leadership and corporate regulation. The book is organized around the core question: What are the ethics of organizing in todays institutional environment and what does this (...)
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  6.  40
    Leading and Following (Un)Ethically in Limen.Miguel Pina E. Cunha, Nuno Guimarães-Costa, Arménio Rego & Stewart R. Clegg - 2010 - Journal of Business Ethics 97 (2):189-206.
    We propose a liminality-based analysis of the process of ethical leadership/followership in organizations. A liminal view presents ethical leadership as a process taking place in organizational contexts that are often characterized by high levels of ambiguity, which render the usual rules and preferences dubious or inadequate. In these relational spaces, involving leaders, followers, and their context, old frames may be questioned and new ones introduced in an emergent way, through subtle processes whose evolution and implications may not be easy to (...)
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  7.  9
    Leading and Following (Un) Ethically in "Limen".Miguel Pina E. Cunha, Nuno Guimarães-Costa, Arménio Rego & Stewart R. Clegg - 2010 - Journal of Business Ethics 97 (2):189-206.
    We propose a liminality-based analysis of the process of ethical leadership/followership in organizations. A liminal view presents ethical leadership as a process taking place in organizational contexts that are often characterized by high levels of ambiguity, which render the usual rules and preferences dubious or inadequate. In these relational spaces, involving leaders, followers, and their context, old frames may be questioned and new ones introduced in an emergent way, through subtle processes whose evolution and implications may not be easy to (...)
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  8.  60
    Obedience and Evil: From Milgram and Kampuchea to Normal Organizations. [REVIEW]Miguel Pina E. Cunha, Arménio Rego & Stewart R. Clegg - 2010 - Journal of Business Ethics 97 (2):291-309.
    Obedience: a simple term. Stanley Milgram, the famous experimental social psychologist, shocked the world with theory about it. Another man, Pol Pot, the infamous leader of the Khmer Rouge, showed how far the desire for obedience could go in human societies. Milgram conducted his experiments in the controlled environment of the US psychology laboratory of the 1960s. Pol Pot experimented with Utopia in the totalitarian Kampuchea of the 1970s. In this article, we discuss the process through which the Khmer Rouge (...)
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  9.  12
    Obedience and Evil: From Milgram and Kampuchea to Normal Organizations.Miguel Pina E. Cunha, Arménio Rego & Stewart R. Clegg - 2010 - Journal of Business Ethics 97 (2):291 - 309.
    Obedience: a simple term. Stanley Milgram, the famous experimental social psychologist, shocked the world with theory about it. Another man, Pol Pot, the infamous leader of the Khmer Rouge, showed how far the desire for obedience could go in human societies. Milgram conducted his experiments in the controlled environment of the US psychology laboratory of the 1960s. Pol Pot experimented with Utopia in the totalitarian Kampuchea of the 1970s. In this article, we discuss the process through which the Khmer Rouge (...)
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  10. Introduction : Questioning the Ethics of Management Practice.Stewart R. Clegg & Carl Rhodes - 2006 - In Stewart Clegg & Carl Rhodes (eds.), Management Ethics: Contemporary Contexts. Routledge.
     
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  11. Conclusion : Possible Ethics and Ethical Possibilities.Stewart R. Clegg & Carl Rhodes - 2006 - In Stewart Clegg & Carl Rhodes (eds.), Management Ethics: Contemporary Contexts. Routledge.
     
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  12. The SAGE Handbook of Organization Studies.Stewart R. Clegg, Cynthia Hardy, Thomas B. Lawrence & Walter R. Nord (eds.) - 2006 - SAGE Publications Ltd..
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