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  1.  48
    Will the ethics of business change? A survey of future executives.Thomas M. Jones & Frederick H. Gautschi - 1988 - Journal of Business Ethics 7 (4):231 - 248.
    This article reports the results of a study of attitudes of future business executives towards issues of social responsibility and business ethics. The 455 respondents, who were MBA students during 1985 at one dozen schools from various regions in the United States, were asked to respond to a series of open-ended and closed-ended questions. From the responses to the questions the authors were able to conclude that future executives display considerable sensitivity, though to varying degrees, towards ethical issues in business. (...)
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  2. Shareholder Wealth Maximization and Social Welfare: A Utilitarian Critique.Thomas M. Jones & Will Felps - 2013 - Business Ethics Quarterly 23 (2):207-238.
    ABSTRACT:Many scholars and managers endorse the idea that the primary purpose of the firm is to make money for its owners. This shareholder wealth maximization objective is justified on the grounds that it maximizes social welfare. In this article, the first of a two-part set, we argue that, although this shareholder primacy model may have been appropriate in an earlier era, it no longer is, given our current state of economic and social affairs. To make our case, we employ a (...)
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  3.  59
    Stakeholder Happiness Enhancement: A Neo-Utilitarian Objective for the Modern Corporation.Thomas M. Jones & Will Felps - 2013 - Business Ethics Quarterly 23 (3):349-379.
    ABSTRACT:Employing utilitarian criteria, Jones and Felps, in “Shareholder Wealth Maximization and Social Welfare: A Utilitarian Critique” (Business Ethics Quarterly23[2]: 207–38), examined the sequential logic leading from shareholder wealth maximization to maximal social welfare and uncovered several serious empirical and conceptual shortcomings. After rendering shareholder wealth maximization seriously compromised as an objective for corporate operations, they provided a set of criteria regarding what a replacement corporate objective would look like, but do not offer a specific alternative. In this article, we draw (...)
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  4.  6
    Will the ethics of business change? A survey of future executives.Thomas M. Jones & I. I. I. Frederick H. Gautschi - 1988 - Journal of Business Ethics 7 (4):231-248.
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  5.  50
    The Effect of Organizational Forces on Individual Morality.Thomas M. Jones & Lori Verstegen Ryan - 1998 - Business Ethics Quarterly 8 (3):431-445.
    To date, our understanding of ethical decision making and behavior in organizations has been concentrated in the area of moraljudgment, largely because of the hundreds of studies done involving cognitive moral development. This paper addresses the problemof our relative lack of understanding in other areas of human morality by applying a recently developed construct—moral approbation—to illuminate the link between moral judgment and moral action. This recent work is extended here by exploring the effect thatorganizations have on ethical behavior in terms (...)
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  6.  12
    Enhancing the Ability of Business Students to Recognize Ethical Issues: An Empirical Assessment of the Effectiveness of a Course in Business Ethics.Frederick H. Gautschi Iii & Thomas M. Jones - 1998 - Journal of Business Ethics 17 (2):205-216.
    This paper presents the results of a study of the effect of a business ethics course in enhancing the ability of students to recognize ethical issues. The findings show that compared to students who do not complete such a course, students enrolled in a business ethics course experience substantial improvement in that ability.
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  7.  44
    The ethics of leveraged management buyouts revisited.Thomas M. Jones & Reed O. Hunt - 1991 - Journal of Business Ethics 10 (11):833 - 840.
    Although previous ethical analyses of management buyouts have presented useful insights, they have been flawed in three major ways. First, they define the transaction too narrowly, emphasizing the going private aspect and ignoring the leveraged aspect. Leveraging alters the nature of the transaction substantially and warrants additional ethical analysis. Second, these previous analyses ignore the impact of buyouts on non-stockholder constituents of the firm, an omission which renders their implicit utilitarian approach incomplete. Third, these analyses do not include Rawlsian, libertarian, (...)
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  8.  35
    Moral Hazards on the Road to the “Virtual” Corporation.Thomas M. Jones & Norman E. Bowie - 1998 - Business Ethics Quarterly 8 (2):273-292.
    In recent years, two topics have made prominent debuts in the management literature—“virtual” corporations and trust within and among organizations. These two themes are related in that trust is important to the success of the virtual corporation. This article argues that confidence in the development of virtual corporations may be premature because of what we call the Virtual Corporation Paradox. This paradox can be succinctly stated: the short-term, transient deal-making on which the efficiency of the virtual corporation rests greatly impedes (...)
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  9.  31
    Can Business Ethics be Taught?Thomas M. Jones - 1989 - Business and Professional Ethics Journal 8 (2):73-94.
  10. Is There a Theory in Stakeholder Theory.Thomas M. Jones - 1994 - Business and Society 33 (1):98-101.
     
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  11.  4
    The ethics of leveraged management buyouts revisited.Thomas M. Jones & I. I. I. Reed O. Hunt - 1991 - Journal of Business Ethics 10 (11):833-840.
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  12.  17
    Reviewer Acknowledgement.Joerg Andriof, Bryan Husted, David Saiia, Barbara Altman, Michael E. Johnson, Linda Sama, Kristin Backhaus Cramer Marshall Schminke, Barbara R. Bartkus, Thomas M. Jones & Karen E. Schnietz - 2003 - Business and Society 42 (1):6.
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  13.  17
    Moral Commitment and the Ethical Attorney.Thomas M. Jones & Frederick H. Gautschi - 1992 - Business Ethics Quarterly 2 (4):391-404.
    The moral worth of attorneys has traditionally been judged in terms of compIiance with legal codes of ethics. These codes, ostensibly designed to promote smooth and equitable functioning of an adversary system, are manifestations of a rule utiIitarian moral system. This paper argues that ethical attorneys have a higher calling than rule compIiance and that "moral commitment," which combines commitment to "right" solutions and moral courage, is a superior yardstick for measuring their moral worth.
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  14.  17
    Moral Commitment and the Ethical Attorney.Thomas M. Jones & Frederick H. Gautschi Iii - 1992 - Business Ethics Quarterly 2 (4):391-404.
    The moral worth of attorneys has traditionally been judged in terms of compIiance with legal codes of ethics. These codes, ostensibly designed to promote smooth and equitable functioning of an adversary system, are manifestations of a rule utiIitarian moral system. This paper argues that ethical attorneys have a higher calling than rule compIiance and that "moral commitment," which combines commitment to "right" solutions and moral courage, is a superior yardstick for measuring their moral worth.
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