According to philosophical “situationism”, psychological evidence shows that human action is typically best explained by the influence of situational factors and not by “global” and robust character traits of the agent. As a practical implication of their view, situationists recommend that efforts in moral education be shifted from character development to situation management. Much of the discussion has focused on whether global conceptions of virtue and character, and in particular Aristotelian virtue ethics, can be defended against the situationist (...) challenge. After several rounds of debate, both sides claim victory, and they seem to have reached a stalemate. In this paper, I refocus the debate on the arguments offered in support of situationism itself. I argue that two serious problems have so far gone unnoticed in the literature. First, the argument in support of situationism is unsound. It is based on evidence that agents’ morally relevant behavior reliably covaries with morally irrelevant situationa.. (shrink)

In this paper I try to clarify and systematize some contributions with regard to (a) the main aspects of crisis situations that impose the management of emotions, (b) the correlation of certain social emotions with the factors that trigger them and their related tendencies to act, (c) the essential elements of emotional experience, (d) the differentiation of appropriate emotional reactions to a crisis situation from the inappropriate ones; (e) the in-stances in which emotions can be managed, and (f) (...) the balance between rationality and affectivity in the organization’s response to the risks or crises which it faces. By means of logical correlations I arrived at the following conclusions. Regardless of the social sphere in which the crisis makes itself felt, regardless of its type, phase or damage control strategies, the rational control of emotions contributes significantly to overcoming the crisis situation. Beyond the specificities, crises involve digressions form the norms of rightful conduct, breaches of the social norms that support institutions (as spontaneous order structures) and maladaptive reactions to reality. They can be corrected through a good management of emotions, with the caveat that we are not dealing with a problem of knowledge, but rather with one of will and character. All people can identify the adaptive emotional responses to a crisis situation, but only a few prefer them and train assiduously to use them. (shrink)

We have developed an approach to implementing a system for managing situated knowledge for complex instruments. Our aim is to develop a system that guides a user through the steps for operating complex scientific instruments. A user manual is often inadequate support for a community of users, so direct communication with an expert is often required. One reason for this is that not all of the author’s expert knowledge was included in the manual, thus limiting the contents to explicit knowledge. (...) This is a main concern of modern knowledge management practitioners who are attempting to design systems that consider both explicit and tacit knowledge. The key is to distribute explicit knowledge through interaction with the real world so that users can develop tacit knowledge as well as acquire explicit knowledge. We describe technical difficulties related to referencing the real world, which is required for interaction, and describe a novel approach to building a low-cost three-dimensional pointer for obtaining the required knowledge, which constitutes our preliminary result. (shrink)

In this research, we argue that managers have various strategies for handling complex ethical problems and that these strategies are formed according to the logic of appropriateness. First, we will show through a qualitative empirical study the different strategies that are used for handling ethical problems. Five types of strategies are identified in this study: mediating, principled, isolation, teaching and bystanding. Secondly, we will investigate the types of ethical approaches which managers reveal when handling ethical problems. Thirdly, we will discuss (...) which strategies seem to contribute to the overall ethicality of organisations. To conclude, we suggest that the decisions and actions of managers like the middle managers in this study are influenced by their interpretation of what is appropriate behaviour in the particular situation. (shrink)

Traces of many past events are often layered or superposed, in brain, body, and world alike. This often poses challenges for individuals and groups, both in accessing specific past events and in regulating or managing coexisting emotions or attitudes. We sometimes struggle, for example, to find appropriate modes of engagement with places with complex and difficult pasts. More generally, there can appear to be a tension between what we know about the highly constructive nature of remembering, whether it is drawing (...) on neural or worldly resources or both, and the ways that we need and use memory to make claims on the past, and to maintain some appropriate causal connections to past events. I assess the current state of work on situated affect and distributed memory, and the recent criticisms of the ‘dogma of harmony’ in these fields. I then deploy these frameworks to examine some affective dimensions of place memory, sketching a strongly distributed conception of places as sometimes partly constituting the processes and activities of feeling and remembering. These approaches also offer useful perspectives on the problems of how to engage – politically and aesthetically – with difficult pasts and historically burdened heritage. In assessing artistic interventions in troubled places, we can seek responsibly to do justice to the past while fully embracing the dynamic and contested constructedness of our present emotions, memories, and activities. (shrink)

This paper presents an approach to managing knowledge specific to a particular location for complex instruments. The goal is to improve the knowledge communication between experts and end-users of scientific instruments. We propose a computational framework that integrates augmented reality and augmented virtuality as interface for manipulating knowledge. The augmented virtuality-based interface can be produced and distributed without extra costs. It allows knowledge dissemination at a larger scale. The prominent feature of our model is that the knowledge representation is independent (...) from those interfaces. A preliminary version of our framework has been implemented and deployed in customers’ environments. (shrink)

Practice of knowledge management is often characterized by obstacles to creation, distribution, and transfer of knowledge from specific groups of settings. Obstacles or constraints to attempts to constitute knowledge as an organizational resource have been previously dealt within the context of organizational learning perspectives; however, there still remain barriers toward making learning available and all-pervasive throughout organizations. This is often as a result of two important factors: (i) bureaucratic and hierarchical forms of organization; and (ii) owing to the situated (...) and tacit character of knowledge. This paper is a result of theoretical exploration aimed at addressing these core issues, and proposes solutions to manage constraints and remove obstacles to knowledge management, as well as means to codify the tacit character of knowledge. The research offers a view that although it is reasonable to value knowledge in financial or economic terms, it is also important to consider the problems which make it difficult to extract and transfer knowledge within specific organizational settings. Addressing the issue of rising competitive pressure for innovation, this paper proposes several solutions to enable lateral flows of knowledge-sharing by overcoming the factors that affect acquisition of, and creation and distribution of knowledge across fluid social boundaries. (shrink)

This article is the result of an empirical research project analyzing the decision behaviour of Austrian managers in ethical dilemma situations. While neoclassical economic theory would suggest a pure economic rational basis for management decisions, the empirical study conducted by the authors put other concepts to a test, thereby analyzing their importance for managerial decision making: specific notions of fairness, reciprocal altruism, and commitment. After reviewing some of the theoretical literature dealing with such notions, the article shows the results (...) of an online survey working with scenarios depicting ethical dilemma situations. By judging such scenarios the respondents showed their preference for the named concepts, though with different degrees of confirmation. The results (with all limitations of an online survey in mind) support the theoretical work on the named concepts: Fairness elements (including Rawlsian principles of justice and an understanding of fairness as conceived by a reference transaction) play a major part in management decisions in ethical dilemma situations. Also, commitment as a behaviour that sticks to rules even if personal welfare is negatively touched, and reciprocal altruism as a cooperative behaviour that expects a reciprocal beneficial action from other persons have been concepts used by Austrian managers when analyzing ethical dilemmas. The article also tries to put the results into a comparative perspective by taking into account other studies on ethical decision factors conducted with, e.g. medical doctors or journalists, and by discussing intercultural implications of business ethics. (shrink)

Situational strength is considered one of the most important situational forces at work because it can attenuate the personality–performance relationship. Although organizational scholars have studied the consequences of situational strength, they have paid little attention to its antecedents. To address this gap, the current study focused on situational strength cues from different social sources as antecedents of overall situational strength at work. Specifically, we examined how employees combine situational strength cues emanating from three social sources (i.e., coworkers, the immediate supervisor, (...) and top management). Based on field theory, we hypothesized that the effect of situational strength from coworkers and immediate supervisors (i.e., proximal sources of situational strength) on employees’ perceptions of overall situational strength on the job would be greater than the effect of situational strength from the top management (i.e., the distal source of situational strength). We also hypothesized that the effect of situational strength from the distal source would be mediated by the effects of situational strength from the proximal sources. Data from 363 full-time employees were collected at two time points with a cross-lagged panel design. The first hypothesis was supported for one of the two situational strength facets studied. The second hypothesis was fully supported. (shrink)

This article examines the potential for moral agency in human resource management practice. It draws on an ethnographic study of human resource managers in a global organization to provide a theorized account of situated moral agency. This account suggests that within contemporary organizations, institutional structures—particularly the structures of Anglo-American market capitalism— threaten and constrain the capacity of HR managers to exercise moral agency and hence engage in ethical behaviour. The contextualized explanation of HR management action directly addresses the (...) question of whether HRM is inherently unethical. The discussion draws on MacIntyre’s conceptualization of moral agency within contemporary social structures. In practice, HR managers embody roles that may not be wholly compartmentalized. Alternative institutional structures can provide HR managers with a vocabulary of motives for people-centred HRM and widen the scope for the exercising of moral agency, when enacted within reflective relational spaces that provide milieus for critical questioning of logics and values. This article aims to contribute to and extend debate on whether HRM can ever be ethical, and provide a means of reconnecting business ethics with longstanding concerns in critical management studies. (shrink)

Managing with Integrity challenges the readers to explore different perspectives on and conceptions of corporate ethics. It is situated within the broader context of the emerging interests of the people of India to eradicate corporate unethical conduct. The massive protest against corporate unethical conduct and public opinion puts leaders, top managers and employees under strong social and political pressure. This book aims at articulating arguments for the necessity of incorporating personal integrity formation along with codes of ethical conduct to reduce (...) unethical corporate activity more steadily and effectively. This book is an ethical guide for managers, employees, politicians, clergy, candidates for priesthood, and business students, equipping them to eradicate corporate unethical conduct from all spheres of life."--Publisher's description. (shrink)

Traditionally, self-control is conceptualized in terms of internal processes such as willpower or motivational mechanisms. These processes supposedly explain how agents manage to exercise self-control or, in other words, how they act on the basis of their best judgment in the face of conflicting motivation. Against the mainstream view that self-control is a mechanism or set of mechanisms realized in the brain, several authors have recently argued for the inclusion of situated factors in our understanding of self-control. In this paper, (...) we review such recent attempts from the perspective of situated accounts of cognition and argue that even though these accounts integrate situational features, they ultimately still rely on an orthodox, neurocentric view of self-control. Instead, we will argue that in order to develop a really situated account it is necessary to radically rethink what self-control is. Building on recent work on extended skill, we will develop an outline of a really situated account of self-control. (shrink)

Knowledge management hinges upon the presumption that workers within an organization possess knowledge that can be converted into concrete business improvements if the information is harvested and disseminated to others to whom it could be of use. True knowledge management must involve capturing the internal knowledge generated by a firm—its best thinking on products, customers, competitors and processes—and sharing it. Insofar as organizations are concerned, postmodernists argue that one view that has been in appropriately privileged is that of (...) the organization rather than the process of organizing. They draw our attention to the link between individual and collective identity. If there is a link between individual identity and how that individual behaves, there may also a link between collective identity and organizational action, for which a study on discourse ethics is essential. After considering the implications of knowledge management and the actual situation and work culture where the knowledge workers are in action, this paper raises and explores the questions wherein lies our individual identity and what its functional relation ship with the collective identity is. It has been envisaged in this article that through principles-driven cross-functional teams and innovative organizational mechanisms, sharing and conviction building need to be facilitated in modern organizations phasing out bureaucratic approaches and hierarchical power domination. Flexibility with a focused attitude is a must for organizations to adapt in a changing environment. (shrink)

Knowledge management hinges upon the presumption that workers within an organization possess knowledge that can be converted into concrete business improvements if the information is harvested and disseminated to others to whom it could be of use. True knowledge management must involve capturing the internal knowledge generated by a firm—its best thinking on products, customers, competitors and processes—and sharing it. Insofar as organizations are concerned, postmodernists argue that one view that has been in appropriately privileged is that of (...) the organization rather than the process of organizing. They draw our attention to the link between individual and collective identity. If there is a link between individual identity and how that individual behaves, there may also a link between collective identity and organizational action, for which a study on discourse ethics is essential. After considering the implications of knowledge management and the actual situation and work culture where the knowledge workers are in action, this paper raises and explores the questions wherein lies our individual identity and what its functional relation ship with the collective identity is. It has been envisaged in this article that through principles-driven cross-functional teams and innovative organizational mechanisms, sharing and conviction building need to be facilitated in modern organizations phasing out bureaucratic approaches and hierarchical power domination. Flexibility with a focused attitude is a must for organizations to adapt in a changing environment. (shrink)

This paper investigates the process through which firms and non-profit organizations reconcile divergent worldviews in the development of firm–NPO partnerships. Drawing on data from two long-lived firm–NPO partnerships, this study suggests that the dynamics of reconciliation in situations of institutional complexity can be better understood by examining how firms and NPOs manage the interplay of both market and social logics in an inter-organizational context. We have found that during the initial stages of collaboration, partners manage differences by engaging in joint (...) pilot projects and by demonstrating management’s commitment to the partnerships. Subsequently, after firms and NPOs sign a formal partnership agreement, they seek to maintain a sustainable mode of interaction by adopting three distinct mechanisms for managing tensions arising from the partnership: negotiating activity scope, monitoring and learning, and modifying organizational practices. Our research findings contribute to the literature on cross-sector partnership and institutional complexity by highlighting the means by which organizations reduce tensions associated with divergent institutional logics and maintain successful partnerships. (shrink)

Recent allegations of unethical decision-making by leaders in prominent business organizations have jeopardized the world's confidence in American business. The purpose of this research was to develop a measure of managerial moral judgment that can be used in future research and managerial assessment. The measure was patterned after the Defining Issues Test, a widely used general measure of moral judgment. With content validity as the goal, we aimed to sample the domain of managerial ethical situations by establishing links to dimensions (...) of managerial performance, as well as to the types of organizational justice issues managers encounter. Proposed scenarios were evaluated for realism by ethics officers and human resource managers. Results indicated that the new measure is reliable and correlates with a number of relevant variables in the hypothesized manner, demonstrating evidence of construct validity. Implications for future research and for human resources management are discussed. (shrink)

Increased globalisation has also seen increased scrutiny of corporate behaviour by the communities. Clearly managers are under increased pressure from stakeholders not only to outperform their competitors, but also are expected to do so in an ethical manner. In order to act ethically an individual is expected to have a well-developed moral imagination and moral reasoning. Literature on ethical reasoning research indicates a positive relationship between higher levels of moral reasoning and ethical behaviour. This paper presents the findings of a (...) study of the moral reasoning/moral development of managers working in large manufacturing enterprises situated in the state of Punjab in India. Kohlberg's theory of Cognitive Moral Development forms the basis of the study. Moral Judgement Interview developed by Weber, on the basis of Kohlberg's theory was used for the study. Moral Reasoning Scores were calculated using Abbreviated Scoring Guide. More than half of the managers scored at post-conventional level of reasoning while assessing the moral dilemmas. The reasoning scores varied for the three dilemmas. (shrink)

Several studies show that healthcare professionals need to communicate inter-professionally in order to manage ethical difficulties. A model of clinical ethics support inspired by Habermas’ theory of discourse ethics has been developed by our research group. In this version of CES sessions healthcare professionals meet inter-professionally to communicate and reflect on ethical difficulties in a cooperative manner with the aim of reaching communicative agreement or reflective consensus. In order to understand the course of action during CES, the aim of this (...) study was to describe the communication of value conflicts during a series of inter-professional CES sessions. Ten audio- and video-recorded CES sessions were conducted over eight months and were analyzed by using the video analysis tool Transana and qualitative content analysis. The results showed that during the CES sessions the professionals as a group moved through the following five phases: a value conflict expressed as feelings of frustration, sharing disempowerment and helplessness, the revelation of the value conflict, enhancing realistic expectations, seeing opportunities to change the situation instead of obstacles. In the course of CES, the professionals moved from an individual interpretation of the situation to a common, new understanding and then to a change in approach. An open and permissive communication climate meant that the professionals dared to expose themselves, share their feelings, face their own emotions, and eventually arrive at a mutual shared reality. The value conflict was not only revealed but also resolved. (shrink)

This paper was presented at the 26th International Wittgenstein Symposium on “Knowledge and Belief”, Kirchberg am Wechsel, Austria (3rd - 10th August 2003). The focus of study is a dialogue situation in which one party holds that P while the other holds that ~P. A simple way to establish harmony between the parties in dialogue is to insist that each should include the other’s point of view. This is unsatisfactory because it results in an inconsistent set of beliefs. Clarity (...) is essential, therefore, on how to deal with inconsistency. In this paper, I will proceed in two steps. In the first, I will indicate how some attempts at trying to manage contradictions in terms of ontology remain unsatisfactory. In the second step, I will introduce and evaluate another way in terms of belief and acceptance. I make an original application of L.J. Cohen’s distinction between belief and acceptance, the former being a matter of feeling, the latter a matter of policy in reasoning. (shrink)

We live in a 'bimoral' society, in which people govern their lives by two contrasting sets of principles. On the one hand there are the principles associated with traditional morality. Although these allow a modicum of self-interest, their emphasis is on our duties and obligations to others: to treat people honestly and with respect, to treat them fairly and without prejudice, to help and are for them when needed, and ultimately, to put their needs above their own. On the other (...) hand there are the principles associated with the entrepreneurial self-interest. These also impose obligations, but of a much more limited kind. Their emphasis is competitive rather than cooperative: to advance our own interests rather than to meet the needs of others. Both sets of principles have always been present in society but in recent years, traditional moral authorities have lost much of their force and the morality of self-interest has acquired a much greater social legitimacy, over a much wider field of behavior, than ever before. The result of this is that in many situations it is no longer at all apparent which set of principles should take precedence. In this book, John Hendry traces the cultural and historical origins of the 'bimoral' society have also led to new, more flexible forms of organizing, which have released people's entrepreneurial energies and significantly enhanced the creative capacities of business. Working within these organizations, however is fraught with moral tensions as obligations and self-interest conflict and managers are pulled in all sorts of different directions. Managing them successfully poses major new challenges of leadership, and 'moral' management, as the technical problem-solving that previously characterized managerial work is increasingly accomplished by technology and market mechanisms. The key role of management becomes the political and moral one of determining purposes and priorities, reconciling divergent interests, and nurturing trust in interpersonal relationships. Exploring these tensions and challenges, Hendry identifies new issues of contemporary management and puts recognized issues into context. He also explores the challenges posed for a post-traditional society as it seeks to regulate and govern an increasingly powerful and global business sector. (shrink)

The rapid development of machine-learning algorithms, which underpin contemporary artificial intelligence systems, has created new opportunities for the automation of work processes and management functions. While algorithmic management has been observed primarily within the platform-mediated gig economy, its transformative reach and consequences are also spreading to more standard work settings. Exploring algorithmic management as a sociotechnical concept, which reflects both technological infrastructures and organizational choices, we discuss how algorithmic management may influence existing power and social structures (...) within organizations. We identify three key issues. First, we explore how algorithmic management shapes pre-existing power dynamics between workers and managers. Second, we discuss how algorithmic management demands new roles and competencies while also fostering oppositional attitudes toward algorithms. Third, we explain how algorithmic management impacts knowledge and information exchange within an organization, unpacking the concept of opacity on both a technical and organizational level. We conclude by situating this piece in broader discussions on the future of work, accountability, and identifying future research steps. (shrink)

The notion that management knowledge is universal, culture-neutral, readily transferable to any country or situation, has come under mounting challenge. The Politics of Management Knowledge goes beyond such `broad-brush' assertions to explore in detail the relations between management knowledge, power and practice in a world where globalization highlights, rather than obscures, the locally specific character of many management recipes. The book recognizes the political nature of management knowledge as a discourse produced from, and reproducing, (...) power processes within and between organizations. This theme underpins discussion of the ways in which management ideas and practices `produce' managers of a particular kind. (shrink)

The management process affects the level of ethical performance in organizational life. As one part of this process, managers establish priorities which give direction to an organization. In business firms, management typically stresses the attainment of profits and other related economic and technical factors. Since little explicit recognition is given to ethics, the resulting climate makes it easy to ignore ethical factors. Changing this situation by making ethics a significant part of the corporate culture is difficult and (...) requires a combination of management communication and management example. However, managers who choose to emphasize ethics and who skillfully articulate their importance can improve the integration of ethics into the day-to-day operating decisions of the firm. (shrink)

The increasing pressure from different facets of society exerted on multinational companies to become more philanthropic and claim ownership of their impacts is now becoming a standard practice. Although research in corporate social responsibility has arguably been recent, the application of activities taking a voluntary form from MNCs seem to vary reflecting a plethora of factors, particularly one obvious being the backwater local communities of developing countries where most of the natural extraction projects are located. This chapter examines views of (...) two Papua New Guinea local communities hosting large-scale mining operations and explains the demands arising from situational relativities, which are becoming too conspicuous for mine developers not to ignore. The research undertaken with several assertions highlights the perceived imperativeness allowing companies to integrate the CSR into the essential management pursuits of running mines in PNG. (shrink)

Starting from the observation that in morally questionable situations managers tend to act in accordance with a so-called political utilitarianism, this paper seeks to answer the question: why is it important for managers to behave morally? It argues that managers should adopt the deontological notion of self-respect and respect for others as a basic presumption, bearing in mind management’s central role of dealing with people. It is suggested that this is especially so in transition economies. By adopting a deontological (...) perspective, organisations could benefit significantly, although this should not be the primary motivation for acting on this basis. (shrink)

Taking multidimensional ethics scale approach, this article describes an empirical survey of top managers’ moral decision-making patterns and their change from 1994 to 2004 during morally problematic situations in the Finnish context. The survey questionnaire consisted of four moral dilemmas and a multidimensional scale with six ethical dimensions: justice, deontology, relativism, utilitarianism, egoism and female ethics. The managers evaluated their decision-making in the problems using the multidimensional ethics scale. Altogether 880 questionnaires were analysed statistically. It is concluded that relying on (...) the utilitarian principles is a core ethical evaluation criterion amongst top business managers in Finland. This study proves that managers’ moral decision-making patterns change over time. According to the results of this research, managers’ moral decision-making became more multidimensional during the study period. The change is explained by the inclusion of female ethics items in the scale which allows managers to show more diversity in their decision- making, the change in the Finnish economic context from depression to economic prosperity and growth during the study period, which is conducive to the spread of post materialist values, such as the importance of social relations and the increasing public discussion of the importance ethical issues in business. (shrink)

Being the parent of a disabled child is not easy, it is experienced as a situation marked by stress, crises and grief. As Vygotsky described eighty years ago, the development of children with disabilities and the culture do not fit as they do for non-disabled children. The development of a child with disabilities is not determined by the child’s physical defect alone, but constituted by the incongruence between the physical defect and the culture. In this study, the lives of (...) four families with deafblind children were followed for two years. Interviews and observations were conducted in different settings. This study finds that because of the incongruence between the physical defect and the culture, it is difficult to reach and maintain the zone of proximal development for a child with disabilities. This study illustrates how the network of professionals and parents around the child can make a local congruence that creates a platform for the child’s development. (shrink)

Globally, the population is ageing, which has serious consequences for businesses. The prosperity of companies is crucially dependent on the ability to effectively manage their employees, including older workers. Best practice in age management is defined as those measures that combat age barriers and/or promote age diversity. These measures may entail specific initiatives aimed at particular dimensions of age management; they may also include more general employment or human resources policies that help to create an environment in which (...) individual employees can achieve their potential without being disadvantaged by their age. Promoting early retirement is generally not encouraged. Companies now have to encourage longer working lives. Much needs to be done to ensure that work remains a positive experience for workers throughout their career trajectories, and it does not damage their health. It has been found by studies that health is significantly related to retirement timing, influences work performance, and health-related organisational policies can positively influence employee retention. The major contemporary challenges to health at work are those associated with the way work, and work organisations are designed and managed. This is especially true for older workers. A comprehensive and effective approach towards age management can be very beneficial for them. How should companies implement age management? Some possible ways are set out in this policy brief below, which focuses on best practices in age management regarding ergonomic aspects and health interventions for older workers at an organisational level. The intention is to discuss the current situation and to illustrate some organisational techniques in selected countries. This policy brief can serve as an inspiration for, among others, companies and policymakers. Recommendations for successful practice are included. In total, this policy brief covers 8 COST member countries to give a glimpse of the current situation of best practice in age management and show how companies in various states deal with ergonomic aspects, health interventions and the ageing of their labour force. (shrink)

Background: Nurses encounter complex ethical dilemmas in everyday nursing care. It is important for nurses to have moral courage to act in these situations which threaten patients’ safety or their good care. However, there is lack of research of moral courage. Purpose: This study describes nurses’ experiences of care situations demanding moral courage and their actions in these situations. Method: A qualitative descriptive research design was applied. The data were collected with an open-ended question in the questionnaire used in validation (...) of the Nurses’ Moral Courage Scale. The sample consisted of 286 nurses from four different clinical fields in a major university hospital in Finland, providing a total of 611 answers. Data were analyzed using inductive content analysis. Ethical considerations: The study followed the commonly recognized principles of good scientific practice. The use of data was authorized by the developer of the instrument, the data collector, and the participating hospital. Ethical approval was obtained from the university ethics committee. Findings: Nurses acted morally courageously in most situations but sometimes they failed to do so. Although situations demanding moral courage varied, they could be categorized into seven main domains relating to colleagues, physicians, patients, relatives, nurses themselves, managers, and organizations. Nurses acted in the situations in different ways. The main acts in solving the situations were verbal communication or immediate action, such as interrupting of action. Conclusion: Care situations demanding moral courage focus on good and safe patient care and the patient’s good is at the center of attention. The situations are mostly related to the activities of other healthcare professionals. Findings may be applied in developing ethical nursing care through basic and continuing nursing education. Research is needed on the moral courage of physicians and managers, as well as on patients’ and their relatives’ experiences of care situations demanding moral courage. (shrink)

This is the Professional Thesis of the DPP that was conducted from February to May 2021. The research focuses on “Illegal Fishing Management in Lower Sesan 2 Reservoir, Stung Treng Province, Cambodia” with two research objectives: to understand the illegal fishing situation and to explore solutions to address the illegal fishing issues in the Lower Sesan 2 Reservoir. The research is approached by a Conceptual Framework addressing four elements of illegal fishing in the Lower Sesan 2 reservoir. Fourth (...) eight community fishery committee members and community fishery members (36% of whom are women) joined in group discussions and 35 local fishers and stakeholders were interviewed. Two types of data were gathered in this research: secondary and primary data. The livelihoods of local fishers and migrant fishers in Lower Sesan 2 reservoir were identified: fishing, rice production, farming, animal husbandry NTFP collection. Some local fishers and all migrant fishers including men, women and youths carried out illegal fishing in Lower Sesan 2. They used illegal fishing gears, caught endangered fish species, fished in conservation area, fished with illegal fishing gears in close fishing season, trading fish without license. The causes of illegal fishing in Lower Sesan 2 reservoir were found out. The performances and challenges, opportunities of stakeholders in fishery resource management in Lower Sesan 2 were identified. The strategies of sustainable fishery resource management were found out. Some recommendations were produced. (shrink)

This article is a first attempt to line out the conditions under which executives might have a real self-interest in pursuing a broad stakeholder management (SM) orientation to enlarge their power. We suggest that managers have wider latitude of action under an SM approach, even when this is instrumental to financial performance. The causally ambiguity of the performance effects of idiosyncratic relationships with stakeholders not only makes SM strategy difficult for competitors to imitate but also increases managerial discretion. When (...) managers use this situation for their own benefit, they can undermine the purported goals of the SM approach. By analyzing some of the factors that might lead to such disfunctionalities, this article advances a theory of the potential dark side of SM. (shrink)

Optimism has reigned supreme for a long time regarding the potential of education (schooling) to address the many societal ailments that humankind has had to deal with. The outbreak of the COVID-19 pandemic in March 2020 shifted all such aspirations to the back-burner. Now, after just more than a year after the initial outbreak of the pandemic, the question can be raised whether those who managed the pandemic in the educational context followed the correct policies and instituted the correct (ethical, (...) moral) measures in combatting the pandemic. This comparison between the situation in the Netherlands and South Africa reveals that although the role-players in both countries had a good understanding of the situation and of their duties in such conditions, they tended to treat education as just another facet of society, thereby demonstrating a lack of empathy with the unique demands of education (schooling). CONTRIBUTION: In this article, the authors investigate the governance performance of two different countries during the first year of the COVID-19 pandemic concerning education and judge that performance based on a Biblically driven ethical-moral-pedagogical framework. (shrink)

This special issue focuses on the developments in ethical standards in the post-communist countries of Central and Eastern Europe including the former Soviet Union. Over thirty years have elapsed since the demise of the Soviet Bloc and, despite some common institutional features, the societies have had very different experiences with uneven developments across the region since the collapse of communism. In this special issue, the authors explore business and management ethics situated within the context of the challenges that face (...) these still transforming post-communist societies. The papers cover a range of issues and countries including Albania, Belarus, Bulgaria, Croatia, the Czech Republic, Estonia, Hungary, Kyrgyzstan, Latvia, Lithuania, North Macedonia, Poland, Romania, Russia, Slovakia, Slovenia. Potential further avenues for research are identified in the field of business ethics in post-communist societies. (shrink)

This paper examines the case of a recent H5N1virus (avian influenza) outbreak in West Bengal, an eastern state of India, and argues that poorly executed pandemic management may be viewed as a moral lapse. It further argues that pandemic management initiatives are intimately related to the concept of health as a social 'good' and to the moral responsibility of protection from foreseeable social harm from an infectious disease. The initiatives, therefore, have to be guided by special moral obligations (...) towards biorisk reduction, obligations which remain unfulfilled when a public body entrusted with the responsibility fails to manage satisfactorily the prevention and control of the infection. The overall conclusion is that pandemic management has a moral dimension. The gravity of the threat that fatal infectious diseases pose for public health creates special moral obligations for public bodies in pandemic situations. However, the paper views the West Bengal case as a learning opportunity, and considers the lapses cited as challenges that better, more effectively conducted pandemic management can prepare for. It is hoped that this paper will provoke constructive bioethical deliberations, particularly pertinent to the developing world, on how to ensure that the obligations towards health are fulfilled ethically and more effectively. (shrink)

This article details day-to-day ethics issues facing MBAs who occupy entry-level and mid-level management positions and offers defined examples of the stressors these managers face. The study includes lower-level managers, essentially excluded from extant literature, and focuses on workplace behaviors both undertaken and observed. Results indicate that pressures from internal organization sources, and ambiguity in letter versus spirit of rules, account for over a third of the most frequent unethical situations encountered, and that most managers did not expect to (...) face those issues. Various contextual factors accounted for 32% of the organizational factors that affected decisions. We discuss implications for the workplace, especially the unique ethics challenges for newer managers. (shrink)

Business ethics have become an important topic globally for both policy-makers and businesses. This paper first discusses the conceptual framework for business ethics followed by ethical management and corporate social responsibility as well as relevant theories. Within this conceptual framework, Korea is used as a country context as to the development of EM and CSR. An important example of an ethical scandal is the major steel manufacturer, POSCO as it was held up as an exemplar and role model of (...) ethical management. However, in 2015, it faced allegations that the engineering and construction overseas unit chief of its Vietnamese subsidiary created a slush fund by overstating payments to Vietnamese contractors. This conceptual paper discusses the factors that created this situation referring to the theory of connection. It locates the case in the EM and CSR literature and analyses what went wrong and what the parent company could have done to prevent this from happening. (shrink)

There are two attitudes regarding the historical situation of understanding commonly held today. On the one hand, we believe that we only achieve a real, worthwhile understanding of a topic when our thinking manages to break free from the dogmas of the past. We believe that this transcendence of the historical situation of thought is both possible and desirable. We applaud those whose thought appears to us to proceed unhinged by traditional dogmas, whether those dogmas be old habits (...) of scientific thought or traditional ideas about social life. We celebrate as epistemic heroes those who discover their own way of thinking. On the other hand, many are quick to accept as a general rule that one’s understanding is inevitably bound to one’s particular historical and cultural situation. Nobody understands things in a historical vacuum. Accordingly, we believe that there is no transcending the historicity of the understanding and thus no epistemic heroes to applaud. This chapter examines Gadamer's argument in “The Elevation of the Historicity of Understanding" (a central section in "Truth and Method") as a critique of both of these alternatives -- alternatives that can be traced back to the historical epochs of the Enlightenment and Romanticism. I argue that, for Gadamer, both of these historical models of understanding misconstrue the way that understanding is grounded in historical consciousness. (shrink)

This article details day-to-day ethics issues facing MBAs who occupy entry-level and mid-level management positions and offers defined examples of the stressors these managers face. The study includes lower-level managers, essentially excluded from extant literature, and focuses on workplace behaviors both undertaken and observed. Results indicate that pressures from internal organization sources, and ambiguity in letter versus spirit of rules, account for over a third of the most frequent unethical situations encountered, and that most managers did not expect to (...) face those issues. Various contextual factors accounted for 32% of the organizational factors that affected decisions. We discuss implications for the workplace, especially the unique ethics challenges for newer managers. (shrink)

Economic profits differ from accounting profits. Accounting profits are usually defined as revenues minus costs, and those costs as fixed and variable. Economic profits enlist a third cost, opportunity costs. While these costs are difficult to determine with mathematical precision, they are nonetheless significant, especially for decision making in business. They reflect social costs and benefits, tensions between individual and corporate interests, and all internal and external considerations which enter into decision making in business. It is precisely within opportunity cost (...) decision making that Primeaux and Stieber situate business ethics. (shrink)

Knowledge management hinges upon the presumption that workers within an organization possess knowledge that can be converted into concrete business improvements if the information is harvested and disseminated to others to whom it could be of use. True knowledge management must involve capturing the internal knowledge generated by a firm—its best thinking on products, customers, competitors and processes—and sharing it. Insofar as organizations are concerned, postmodernists argue that one view that has been in appropriately privileged is that of (...) the organization rather than the process of organizing. They draw our attention to the link between individual and collective identity. If there is a link between individual identity and how that individual behaves, there may also a link between collective identity and organizational action, for which a study on discourse ethics is essential. After considering the implications of knowledge management and the actual situation and work culture where the knowledge workers are in action, this paper raises and explores the questions wherein lies our individual identity and what its functional relation ship with the collective identity is. It has been envisaged in this article that through principles-driven cross-functional teams and innovative organizational mechanisms, sharing and conviction building need to be facilitated in modern organizations phasing out bureaucratic approaches and hierarchical power domination. Flexibility with a focused attitude is a must for organizations to adapt in a changing environment. (shrink)

Managers of multinational companies often favour an aggressive tax avoidance strategy that pushes the legal limits onto the advantage of shareholders and the disadvantage of the spirit of democratically legitimized tax laws. The public and media debate whether such aggressive behaviour is immoral. Aggressive tax avoidance is a subset of the aggressive legal interpretations potentially observable in all fields which places little weight on the will of a democratically legitimized legislation. A thorough ethical analysis based on the deontological approach of (...) Kant demonstrates that aggressive tax avoidance as a special case of operating on the edge of legal boundaries is potentially immoral. Applying the Kantian “contradiction of conception or will” test shows that this maxim might not be conceived or willed as a general law of nature. If all natural or legal persons aggressively interpret laws on all subjects and in every imaginable situation, then central principles of the system of law we all rely upon would be severely compromised. Therefore, aggressive tax avoidance by managers of multinational companies may violate the managers’ moral duty to obey not only the letter but also the intention or spirit of the law. The validity of the argumentation depends critically on the formulation and interpretation of the respective maxims and on assumptions about the legal system. Preserving central elements of Kantian philosophy, the article demonstrates the complexity of a philosophical argumentation which tries to justify the moral intuitions that underpin the common negative evaluation of aggressive legal strategies in business. (shrink)

This paper examines the business practices of socially responsible entrepreneurs with particular focus on activities that directly impact their companies’ finances. We collect case studies of 30 recognized socially responsible entrepreneurial firms from a wide range of industries. We analyze how and to what extent the entrepreneurs and their companies balance their profit objectives with their social or environmental goals. Our results indicate that the companies pursue profits in manners comparable to those of most conventional businesses. However, we learn that (...) our companies make certain deliberate exceptionsin their business practices to exercise their beliefs, although such actions may reduce profi ts. We also observe the entrepreneurs making efforts to identify situations that simultaneously increase the companies’ profits and serve their causes. Most companies choose to stay private and commit to building an enduring organization rather than pursue the conventional exit strategies. Finally, we find that many of the companies in our list commit themselves to and proactively manage formalized giving programs. (shrink)

Managers throughout the world regularly face ethical dilemmas that have important, and perhaps complex, professional and personal implications. Further, societal consequences of decisions made can be far-reaching. In this study, 210 financial services managers from Australia, Chile, Ecuador and the United States were queried about their ethical beliefs when faced with four diverse dilemmas. In addition, the situational context was altered so the respondent viewed each dilemma from a top management position and from a position of economic hardship. Results (...) suggest a complex interaction of situation, culture and issue when individuals make ethical judgments. Specifically, Chileans were found to have different beliefs about sex discrimination and child labor dilemmas when compared to their colleagues from the other three nations. Chileans and Australians also disagreed on the bribery dilemma. Anglo managers were more likely than Latin American managers to change their ethical responses when the situation was altered. For multinational firms interested in maintaining healthy ethical climates, the findings suggest that culturally contingent ethical guidelines, or policies adapted to the local customs, must be considered. Further, managers must remain aware of issues related to specific situations, both internal and external, that would cause subordinates to alter their moral judgment. (shrink)

Taking multidimensional ethics scale approach, this article describes an empirical survey of top managers' moral decision-making patterns and their change from 1994 to 2004 during morally problematic situations in the Finnish context. The survey questionnaire consisted of four moral dilemmas and a multidimensional scale with six ethical dimensions: justice, deontology, relativism, utilitarianism, egoism and female ethics. The managers evaluated their decision-making in the problems using the multidimensional ethics scale. Altogether 880 questionnaires were analysed statistically. It is concluded that relying on (...) the utilitarian principles is a core ethical evaluation criterion amongst top business managers in Finland. This study proves that managers' moral decision-making patterns change over time. According to the results of this research, managers' moral decision-making became more multidimensional during the study period. The change is explained by (1) the inclusion of female ethics items in the scale which allows managers to show more diversity in their decisionmaking, (2) the change in the Finnish economic context from depression to economic prosperity and growth during the study period, which is conducive to the spread of post materialist values, such as the importance of social relations and (3) the increasing public discussion of the importance ethical issues in business. (shrink)