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1.
John F. McVea 《Journal of Business Ethics》2007,70(4):375-390
This paper develops a pragmatist approach to ethical business decision-making. It draws primarily on the work of John Dewey
and applies his deliberative approach to ethics to the challenges of business practitioners. In particular the paper proposes
the value of Dewey’s concept of dramatic rehearsal in emphasizing the task of “constructing the good” in ethical decision-making.
The contribution of the paper is, first, to build on recent foundational work to bring American pragmatism into the mainstream
business ethics literature; second, to offer a perspective that is accessible to practitioners and integrates ethics into
their daily tasks; and third, to identify a number of related research imperatives – in particular the importance of focusing
efforts on gaining a deeper understanding of the deliberative process itself. 相似文献
2.
We develop a model of ethical decision making that integrates the decision-making process and the content variables considered
by individuals facing ethical dilemmas. The process described in the model is drawn from Janis and Mann’s [1977, Decision Making: A Psychological Analysis of Conflict Choice and Commitment (The Free Press, New York)] work describing the decision process in an environment of conflict, choice and commitment. The
model is enhanced by the inclusion of content variables derived from the ethics literature. The resulting integrated model
aids in understanding the complexity of the decision process used by individuals facing ethical dilemmas and suggests variable
interactions that could be field-tested. A better understanding of the process will help managers develop policies that enhance
the likelihood of ethical behavior in their organizations.
Roselie McDevitt Sc.D. is Assistant Professor of Accounting at␣the Charles F. Dolan School of Business at Fairfield University
in Fairfield, Connecticut. Dr. McDevitt teaches financial and managerial accounting. Her Primary areas of research are accounting
education and accounting ethics.
Catherine Giapponi is an Assistant Professor of Management at the Charles F. Dolan School of Business at Fairfield University
in Fairfield, Connecticut. Dr. Giapponi teaches courses in management, organizational behavior, and strategy. Her primary
areas of research are corporate governance and business ethics.
Cheryl Tromley, Ph.D., is a Professor of Management at␣Fairfield University where she has taught management, organizational
behavior, organizational communication, organizational␣culture, organization development, and diversity for 19 years. She
has co-authored two editions of the text ``Developing Managerial Skills in Organizational Behavior'␣as well authored or co-authored
a significant number of professional articles and presentations related to management and management education. 相似文献
3.
Vidya N. Awasthi 《Journal of Business Ethics》2008,78(1-2):207-223
This study uses judgment and decision-making (JDM) perspective with the help of framing and schema literature from cognitive
psychology to evaluate how managers behave when problems with unethical overtones are presented to them in a managerial frame
rather than an ethical frame. In the proposed managerial model, moral judgment of the situation is one of the inputs to managerial
judgment, among several other inputs regarding costs and benefits of various alternatives. Managerial judgment results in
managerial intent leading to managerial action. The model and the effects of taking an ethics course on ethical and managerial
judgment and managerial intent were then indirectly tested in this study, wherein subjects judged the ethical wrongness, managerial
badness, and the managerial intent regarding decisions made in a case. Forty-nine MBA students analyzed a case involving budget-based
bonuses and production, in which the ethical issue evolved over three stages. It appears from the Path-analysis results that
managerial judgment mediated between moral judgment and the judgment of managerial intent as suggested by the proposed model,
and that taking an ethics course directly affected managerial judgment but did not affect the moral judgment. Additionally,
in the first stage of decision-making (early stage of a developing “ethical slippery slope”), moral judgment did not significantly
influence managerial judgment. However, students with ethics course still were more inclined to judge the decision as managerially
bad as compared to others, indicating that they were more aware or sensitive to the moral issues involved. 相似文献
4.
Sandra L. Christensen 《Journal of Business Ethics》2008,77(4):451-461
In attempting to improve ethical decision-making in business organizations, researchers have developed models of ethical decision-making
processes. Most of these models do not include a role for law in ethical decision-making, or if law is mentioned, it is set
as a boundary constraint, exogenous to the decision process. However, many decision models in business ethics are based on
cognitive moral development theory, in which the law is thought to be the external referent of individuals at the level of
cognitive development that most people have achieved. Other theoretical bases of ethical decision models, social learning,
and experientialism, also imply a role for law that is rarely made explicit. Law is a more important aspect of ethical decision-process
models than it appears to be in the models. This paper will derive explicit roles for the law from the cognition, experientialism,
and social learning theories that are used to build ethical decision-making models for business behavior.
Sandra Christensen is Professor of Management at Eastern Washington University, where she teaches courses in Business & Society,
International Business, and Leadership & Ethics. She has published in Business and Society, Business Ethics Quarterly, the
Journal of Business Ethics, and the Academy of Management Review. 相似文献
5.
Much of the discussion on business ethics is philosophical in nature. There is no lack of theories and ideals on moral reasoning. What is missing is translating these moral theories and principles into specific, operational procedures that can indicate a proper course of action. Although most business actions are routine and do not raise serious ethical questions, many people experience difficulty in applying their personal moral principles to specific business decisions in ethically-dilemmatic situations.This study seeks to develop a framework that can be utilized to implement personal moral reasoning based on the teleological theory of Utilitarianism and the deontological theory of Ross's Prima Facie Duties in the business decision-making process. The central feature in the framework is a point-system that quantities the ethical worth of a proposed business action and determines whether the action would be ethically desirable if taken. It provides an objective element in an otherwise qualitative ethical inquiry process. This study also illustrates practical applications of the system by analyzing the ethical implications of a proposed action where foreign bribery is involved.Alan Wong is Assistant Professor of Finance, Indiana University Southeast. His areas of academic research are managerial ethics and financial options. He has published in theReview of Business and Economic Research.Eugene Beckman is the Director of the MBA Program at Indiana University Southeast. He was awarded the Faculty Excellence Award in 1989 and his primary areas of research are business ethics and marketing. 相似文献
6.
Recent corporate scandals across various industries have led to an increased focus on research in business ethics, particularly
on understanding ethical decision-making. This increased interest is due largely to managers’ desire to reduce the incidence
of unwanted behaviors in the workplace. This article examines one major moderator of the ethical decision-making process – moral
intensity. In particular, we explore the potential influence of a particular cognitive heuristic – the availability heuristic
– on perceptions of moral intensity. It is our contention that moral intensity is a perceptual construct, and that individuals’
use of the availability heuristic will influence perceptions of moral intensity which, in turn, will affect how moral issues
are viewed and ultimately resolved. In this article, we present propositions concerning possible relationships between the
availabilities of various phenomena and the components that moral intensity comprises, and report on two studies examining
the effects of availabilities on two␣of these components: magnitude of consequences and social consensus. Our findings indicated
that the availability of consequences associated with an act was positively related to perceptions of the magnitude of consequences
of that act. We also found that the availability of others who believe that a particular act is morally acceptable is positively
related to perceptions of social consensus that that act is morally acceptable. We posit that our results suggest the possibility
that perceptions of moral intensity can be actively influenced to reduce unethical behavior in organizations. 相似文献
7.
Absract Using Hofstede’s culture theory (1980, 2001, Culture’s Consequences: Comparing Values, Behaviours, Institutions, and Organizations Across Nation. Sage, NewYork), the
current study incorporates the moral development (e.g. Thorne, 2000; Thorne and Magnan, 2000; Thorne et al., 2003) and multidimensional ethics scale (e.g. Cohen et al., 1993; Cohen et al., 1996b; Cohen et al., 2001; Flory et al., 1992) approaches to compare the ethical reasoning and decisions of Canadian and Mainland Chinese final year undergraduate accounting
students. The results indicate that Canadian accounting students’ formulation of an intention to act on a particular ethical
dilemma (deliberative reasoning) as measured by the moral development approach (Thorne, 2000) was higher than Mainland Chinese accounting students. The current study proposes that the five factors identified by the
multidimensional ethics scale (MES), as being relevant to ethical decision making can be placed into␣the three levels of ethical
reasoning identified by Kohlberg’s (1958, The Development of Modes of Moral Thinking and Choice in the Years Ten to Sixteen. University of Chicago, Doctoral dissertation)
theory of cognitive moral development. Canadian accounting students used post-conventional MES factors (moral equity, contractualism,
and utilitarianism) more frequently and made more ethical audit decisions than Chinese accounting students.
Lin Ge is an accountant at Guest-tek Interactive Entertainment Ltd. Her research interest includes ethics and judgment of
accountants and auditors, cross-cultural studies and international business.
Stuart Thomas, Ph.D., is associate professor of accounting in the Faculty of Management at the University of Lethbridge, Alberta,
Canada. He has published in the Journal of Business Ethics, Business and Society, Research on Professional Responsibility
and Ethics in Accounting, Advances in Management Accounting and the Journal of Accounting Case Research. His research interests
focus on ethical decision making and the effects of pay schemes on performance and standard setting. 相似文献
8.
Understanding Japanese <Emphasis Type="Italic">CSR</Emphasis>: The Reflections of Managers in the Field of Global Operations 总被引:1,自引:1,他引:0
The education of students and professionals in business ethics is an increasingly important goal on the agenda of business
schools and corporations. The present study provides a meta-analysis of 25 previously conducted business ethics instructional
programs. The role of criteria, study design, participant characteristics, quality of instruction, instructional content,
instructional program characteristics, and characteristics of instructional methods as moderators of the effectiveness of
business ethics instruction were examined. Overall, results indicate that business ethics instructional programs have a minimal␣impact
on increasing outcomes related to ethical perceptions, behavior, or awareness. However, specific criteria, content, and methodological
moderators of effectiveness shed light on potential recommendations for␣improving business ethics instruction. Implications
for␣future research and practice in business ethics are discussed. 相似文献
9.
Moral reasoning and business ethics: Implications for research,education, and management 总被引:3,自引:0,他引:3
Linda Klebe Trevino 《Journal of Business Ethics》1992,11(5-6):445-459
This paper reviews Kohlberg's (1969) theory of cognitive moral development, highlighting moral reasoning research relevant to the business ethics domain. Implications for future business ethics research, higher education and training, and the management of ethical/unethical behavior are discussed.Linda Klebe Trevino is Assistant Professor of Organizational Behavior at the Mary Jean and Frank B. Smeal College of Business Administration, The Pennsylvania State University. She received her Ph.D. in management from Texas A&M University. Her current research focuses on ethical decision-making behavior in organizations, justice perceptions in disciplinary situations, and new information technologies in managerial communication. 相似文献
10.
Complementary Resources and Capabilities for an Ethical and Environmental Management: A Qual/Quan Study 总被引:1,自引:0,他引:1
María Dolores López-Gamero Enrique Claver-Cortés José Francisco Molina-Azorín 《Journal of Business Ethics》2008,82(3):701-732
Managers’ commitment to contribute to sustainable development holds the key to their long-term business success and may be
a source of competitive advantage. The managerial perception of business ethics is influenced by the level of moral development
and personal characteristics of managers. These perceptions are also shaped by forces existing in the environment of the firm,
including available resources, societal expectations, sector, and regulations. The resource-based perspective can thus contribute
to the analysis of ethical issues offering important insights on how they can influence the environmental strategy of the
firm. The findings of this study show that firm resources have a strong influence on business managers’ ethical attitudes.
In addition, the application of resource-based rationales to ethical issues can be justified in the following several ways:
it influences a managerial perception of natural environment as a competitive opportunity, it requires investments of financial
and human resources, flexibility and speed in the adaptation to environmental changes, and it creates new resource-based opportunities
through changes in prevention pollution technology, policy process, and market forces. 相似文献
11.
12.
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 decision- making, (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. 相似文献
13.
This is a study that investigated the extent of use of the three principles of ethics – utility, morality, and justice – in
managerial ethical decision making, in addition to the personal attitude towards them. It involved undergraduate and graduate
business students (total N=163) from the Olayan School of Business in the American University of Beirut, Lebanon. Two kinds of measurements were done:
self assessment, and testing with the Saschkin’ s Managerial Value Profile (1997). It showed that morality was the overriding
ethical principle used, especially in the graduate group (professionals). Business students still believed in the justice
system despite the weakness of the country’s law. Utility was the least used, although males were found to be more utilitarian
than females. Finally there was no relation between personal attitudes toward the three ethical principles, and the intentional
behavior when faced with ethical dilemmas. The findings were discussed and recommendations were given. 相似文献
14.
Taking a Sartrean existentialist viewpoint towards business ethics, in particular, concerning the question of the nature of businesspersons’ moral character, provides for a dramatically distinct set of reflections from those afforded by the received view on character, namely that of Aristotelian-based virtue ethics. Insofar as Sartre’s philosophy places human freedom at center stage, I argue that the authenticity with which a businessperson approaches moral situations depends on the degree of consciousness he or she has of the various choices at stake. Finally, I consider some practical changes in business ethics education, managerial decision-making, and business organizations that Sartrean reflections might prompt. 相似文献
15.
Richard J. McKenna 《Journal of Business Ethics》1996,15(6):681-694
Quality of work life affects the quality of life. By applying amoral paradigms in decision making managers of business enterprises can cause a poor quality work life and reduce the quality of life. The explanation and prediction of ethical/unethical business behaviour should not always be attributed to individual managers, as it may result from strong culture and decision making systems. It is argued that the causes and the solutions to ethical dilemmas can often be found in a theory based on integration of models of moral reasoning, decision schema, value congruence and corporate decision structures. The impact of exclusion of moral principles from the decision making process is illustrated by way of a case study.Richard J. McKenna is Senior Lecturer in Strategic Management at Edith Cowan University. As well as courses in strategy, he teaches managerial decision making and business ethics. He has played a leading role in inclusion of business ethics in the University's business programmes. Prior to entering academia he was employed as an economist in the banking industry. 相似文献
16.
The research described here contributes to the extant empirical research on business ethics education by examining outcomes drawn from the literature on positive organizational scholarship (POS). The general research question explored is whether a course on ethical decision-making in business could positively influence students’ confidence in their abilities to handle ethical problems at work (i.e., moral efficacy), boost the relative importance of ethics in their work lives (i.e., moral meaningfulness), and encourage them to be more courageous in raising ethical problems at work even if it is unpopular (i.e., moral courage). Specifically, the study used a rigorous quasi-experimental pretest–posttest research design with a treatment (N = 30) and control group (N = 30) to investigate whether a graduate-level course in business ethics could influence students’ levels of moral efficacy, meaningfulness, and courage. Findings revealed that participants in the business ethics treatment course experienced significant positive increases in each of the three outcome variables as compared to the control group. The largest increase was in moral efficacy, followed by moral courage, and finally, moral meaningfulness. These findings are discussed in the context of the current research on business ethics education and POS. Implications for future research are discussed. 相似文献
17.
This paper compares and contrasts two distinct techniques for measuring moral judgment: The Moral Judgment Interview and the Defining Issues Test. The theoretical foundations, accompanying advantages and limitations, as well as appropriate usage of these methodologies are discussed. Adaptation and use of the instruments for business ethics research is given special attention.Dawn Elm is currently an Assistant Professor of Management at the University of St. Thomas in St. Paul, Minnesota. Dr. Elm has written and published articles on ethical decision-making, moral reasoning, defining and measuring honesty, and women's studies and ethics. She also has research interests in socialization to work, gender bias imagery in teaching business, and parental leave policies.James Weber is currently an Assistant Professor of Management at Marquette University. He has published articles focusing on managerial values and moral reasoning, teaching of ethics, and methodological issues in business ethics research inResearch in Corporate Social Performance and Policy, Human Relations, Business Ethics Quarterly, and Journal of Business Ethics. 相似文献
18.
The purpose of this paper is to analyze the relationship between national culture and ethical decision making. Established theories of ethics and moral development are reviewed and a culture-based model of ethical decision making in organizations is derived. Although the body of knowledge in both cross-cultural management and ethics is well documented, researchers have failed to integrate the influence of cultural values into the ethical decision-making paradigm. A conceptual understanding of how managers from different nations make decisions about highly ethical issues will provide business ethics researchers with a sound theoretical foundation upon which future empirical inquiry can be based. 相似文献
19.
Since time immemorial, the phenomenon of leadership and its understanding has attracted the attention of the business world
because of its important role in human groups. Nevertheless, for years efforts to understand this concept have only been centred
on people in leadership roles, thus overlooking an important aspect in its understanding: the necessary moral dimension which
is implicit in the relationship between leader and follower. As an illustrative example of the importance of considering good
morality in leadership, an empirical study is conducted in which a good performance of the “leader–follower” relationship
is reflected when individuals perceive ethical leadership in higher hierarchical managerial levels. To be precise, findings
of this study demonstrate that follower job response is improved through an ethics trickle-down partial effect from the Top
Manager to the immediate supervisor, and also reveal both key aspects and managerial level on which the practice of ethical
leadership should rest upon to have a stronger effect on the follower positive job response. Practical implications of these
findings and directions for future research are finally presented. 相似文献
20.
This study investigated students’ perceptions of ethical organizational climates, attitudes towards ethical issues, and the
perceived relationship between ethical behavior and success in business organizations. Comparisons were made between the attitudes
of these future managers with previously published studies of Russian managers’ attitudes. A survey of 100 business students
in three Moscow universities showed that their attitudes toward ethical behavior were more negative than those of Russian
managers. No significant differences were found in the perceptions or attitudes of students who had attended an ethics course
and those that did not. The implications for both managers and researchers were reported. 相似文献