Equal pay for equal work in the third world

If the principle of equal pay for work of equal value is valid, then the practice of paying workers in third-world countries at a lower rate than workers doing the same jobs in industrialized nations is unjust. Recently Henry Shue argued that the principle is not valid. In this paper I criticize Shue's arguments and offer additional arguments in support of his conclusion. Hugh Lehman is a Professor of Philosophy at the University of Guelph. His most important publications are Introduction to the Philosophy of Mathematics, Basil Blackwell, 1979, Mathematical Proofs, Gaps and Postulationism, The Monist 67, and Intuitionism and Platonism on Infinite Totalities, Idealistic Studies XIII. He also edited a special issue of Animal Regulation Studies 2 that contained papers from the conference: Ethical Issues Concerning the Use of Animals in Agriculture and Scientific Research.     

Business regulation,business ethics and the professional employee

The differences in business reactions to legal regulation, and the nature of business moralities, are examined through the eyes of an expert group — in-house lawyers. The research indicates that lawyers inevitably provide a degree of control through their technical expertise, but that they also identify strongly with their companies and emphasise shared ethics rather than ethical differences between lawyers and their employers. This can partly be explained by their integration with the company but also rests on the problematic nature of law and regulatory controls in relation to organisations within the community. In-house lawyers therefore reject a policing role in favour of a counselling role. Since they perceive themselves as part of a shared culture of ethics, they also avoid a leadership role. However, the article suggests that the nature of legal judgment should assist lawyers towards such a role, while recognising that organisational statesmanship must be constrained by organisational culture and the wider community culture of ethical standards. Dr Karl J. Mackie is Director of the Centre for Legal Studies in the University of Nottingham, where he lectures in employment law and in management skills development. Lawyers in Business: and the Law Business is published by Macmillan (London) 1989. Dr Mackie is a member of the Business Strategy Network and a consultant in business strategy.This paper has been adapted from Mackie, Lawyers in Business: and the Law Business (1989), (London: Macmillan), ch. 10.     

Pygmalion effect: An issue for business education and ethics

This study reports the results of a survey designed to assess the impact of business education on the ethical beliefs of business students. The study examines the beliefs of graduate and undergraduate students about ethical behavior in educational settings. The investigation indicates that the behavior which students learn or perceive is required to succeed in business schools may run counter to the ethical sanctions of society and the business community. Michael S. Lane is Assistant Professor of Management at West Virginia University. He is the coauthor of An Integrated Approach to Curriculum Design/Redesign, Journal of Education for Business (1986), and Corporate Goals and Managerial Motivation, Mid-South Business Journal (1985).Dietrich Schaupp is Professor of Management at West Virginia University.Barbara Parsons is Assistant Professor of Commerce at Fairmont State College.     

Beyond bean counting: Establishing high ethical standards in the public accounting profession

Business professions are increasingly faced with the question of how to best monitor the ethical behavior of their members. Conflicts could exist between a profession's desire to self-regulate and its accountability to the public at large. This study examines how members of one profession, public accounting, evaluate the relative effectiveness of various self-regulatory and externally imposed mechanisms for promoting a climate of high ethical behavior. Specifically, the roles of independent public accountants, regulatory and rule setting agencies, and undergraduate accounting education are investigated. Of 461 possible respondents, 230 questionnaires (a 49.6% response rate) indicated that the profession's own rule setting body (The American Institute of Certified Public Accountants) and the use of peer review were perceived as the most effective mechanisms, while government regulation was ranked least. Respondents also evaluated the extent to which ethics should be covered in the accounting curriculum. For every course, the CPAs believed a greater emphasis on ethics is appropriate than presently exists. Suggestions for more effectively integrating ethics into accounting courses are made. Finally, respondents were also asked whether in answering the questionnaire they used a definition of ethics as either the Professional Code of Conduct or a moral and philosphical framework for guiding beliefs. Those who viewed ethics as abiding by a professional code had more confidence in the mechanisms addressed in this study to aid the public accounting profession's ability to ensure high ethical standards of conduct. Methodological implications of this distinction for future studies in business ethics are discussed. Jeffrey R. Cohen is Assistant Professor of Accounting at Boston College. He received his Ph.D. from The University of Massachusetts at Amherst. He is a C.M.A. and a Peat Marwick Research Fellow. His articles have appeared in the Journal of Accounting Research, Decision Sciences and The Organizational Behavior Teaching Review. His work on Ethics has appeared in Issues in Accounting Education, Management Accounting, and The CPA Journal. Laurie W. Pant is Assistant Professor of Accounting at Boston College. She holds an M.B.A. and a D.B.A. from Boston University and an M.Ed. from Emory University. She serves on the editorial board of Issues in Accounting Education. Her articles on Ethics have appeared in Issues in Accounting Education, Management Accounting and The Organizational Behavior Teaching Review.An earlier version of this paper was presented at the 1989 American Accounting Association National Meeting.     

The ethics of Nigeria's proposed withdrawal from the organisation of petroleum exporting countries

In the wake of the prevailing world oil glut which has affected the revenue earning powers of OPEC (Organisation of Petroleum Exporting Countries) members, there are serious proposals and arguments in favour of Nigeria's withdrawal from OPEC.The mission of this paper is to question the ethical basis of this proposed strategy after she has benefited from OPEC membership for over a decade. This paper postulates that it would be ethically wrong to do so and suggests a strategy that would boost the petrochemical industry for agriculture, building, pharmaceuticals, automative industry, etc. Dr. Bedford A. Fubara is Senior Lecturer and Head of the Department at the Rivers State University of Science and Technology in Port Harcourt, Nigeria. He was awarded the Columbia University Fellowship 1970–1972 and he received the Unesco Research Award in 1981/1982. His most important publications are: Negative Profitability Performances of Public Enterprises in Developing Countries: A Business Policy Anatomy, 1984, Public Enterprise 4; Government in Business, 1983, Management in Nigeria; Corporate Planning Art in Nigeria: The Experiental Evidence of Corporate Executive, Long Range Planning (forthcoming).This research was financed by the Rivers State University of Science and Technology under Project No. SRPC/014 dated 11th June, 1984.     

Is there any ethics in business ethics

It is argued, against Richard T. De George, that while clarification of concepts, implications, and presuppositions in business ethics largely relies on a neutral territory of reason, determination of what moral intuitions are correct depends on non-neutral ethical theories. The latter posit ethics in business to varying degrees. Thus while the Kantian and utilitarian ethical theories are, for De George, proper (philosophical) approaches to business ethics, they are as reliant on affirming and encouraging moral sentiments outside parameters of pure reason as theological approaches. And hence if theological approaches can make no unique contribution by virtue of relying on more than reason or experience alone, then philosophical approaches can make no distinctive contribution either. Either both are viable or neither are. Oscillation between the mutually dependent notions of business ethics and ethics in business obfuscates what the field of business ethics is and renders De George's position inadequate.Robert Trundle, Jr., received his Ph.D. at the University of Colorado, and is Assistant Professor of Philosophy at Northern Kentucky University where he teaches Business Ethics. He has worked at such companies as Stearns-Roger and Rogerson-Hiller Corporation where he was a member of the Hazardous Materials Safety Committee.     

Christ and business: A typology for Christian business ethics

H. Richard Niebuhr's typology of the relation between Christ and culture can function as a heuristic device to identify different approaches to Christian business ethics. Five types are outlined: Christ Against Business, The Christ of Business, Christ Above Business, Christ and Business in Paradox, and Christ the Transformer of Business. This typology may facilitate discussion on the relative adequacy of various theological assumptions about ethical change in business. Louke Siker received her Ph.D. in Religion and Society from Princeton Theological Seminary in 1987 (dissertation: Interpreting Corporate Cultures: Philosophical and Theological Reasons for Doing Business Ethics in a Hermeneutical Mode). She has taught Christian ethics and business ethics at Wake Forest University and Loyola Marymount University. Her research interests include methodology in business ethics. She is the author of An Unlikely Dialogue: Barth and Business Ethicists on Human Work, Annual of the Society of Christian Ethics, 1989.     

Business ethics: Conflicts,practices and beliefs of industrial executives

This paper presents the responses of 118 executives to a mail survey which examined their views of business ethics and various business practices. In addition to identifying various sources of ethical conflict, current business practices are also examined with respect to how ethical or unethical each is believed to be. Results are also presented which outline executive responses to four ethical business situations. Overall conclusions to the study are outlined, as well as future research needs.Scott J. Vitell is Assistant Professor of Marketing at the University of Mississippi. His most important publications include A General Theory of Marketing Ethics (1986) (with Shelby D. Hunt) and Marketing's Contribution to Economic Development: A Look at the Last 30 Years (1985) (with Van R. Wood). Troy A. Festervand is an Associate Professor of Marketing at the University of Mississippi. Dr. Festervand obtained his Ph.D. in 1980 from the University of Arkansas. His publications have appeared in the Akron Business and Economic Review, Journal of Small Business Management, and elsewhere. He is active in a number of organizations and a frequent participant at professional meetings.     

Codes of ethics — towards a rule-utilitarian justification

This paper attempts to provide a conceptual underpinning for codes of ethics in business and the professions. Rule-utilitarianism is a theory of ethics which I believe can successfully do this. Business persons and professionals, hopefully, will be able to develop codes of ethics in a manner consistent with a well-formulated general ethical theory. This will help enable codes of ethics to be a bridge between general ethical theory and specific ethical decisions made in business and the professions. William C. Starr is Assistant Professor of Philosophy at Marquette University. His most important publication is: Legal Positivism, Dworkin, and International Law.     

Ethics and the organizational person: Revisiting DeGeorge

In this paper I review the dispute over DeGeorge's analysis of the issue of the ethical responsibilities of engineers in large organizations. I argue that this issue is no different than the question of the ethical responsibilities of any other relevantly situated employee because engineers have no special duty to hold paramount the safety of the public distinct from that of others. I demonstrate how critics like Mankin, James, and Curd and May have misread and misinterpreted DeGeorge's position and his argument. I then identify a serious logical problem in DeGeorge, unnoticed by critics, but conclude by defending the spirit of DeGeorge's approach. That spirit recognizes the limitations of attempting to provide necessary and sufficient conditions in response to many questions in applied philosophy. John R. Danley is Associate Professor in the Department of Philosophical Studies at Southern Illinois University at Edwardsville. His Liberalism, Aboriginal Rights and Cultural Minorities, has recently appeared in Philosophy & Public Affairs (1991). Polestar Refined: Business Ethics and Political Economy has recently appeared in Journal of Business Ethics (1991). Other articles have appeared in the following journals: Mind, Philosophical Studies, The Southwestern Journal of Philosophy, Business and Professional Ethics, Journal of Negro Education, and Journal of Business Ethics. Articles have also appeared in Action Theory and The Ethics of Organizational Transformation, and elsewhere.     

What is business in America?

This paper, presented at the Conference on Value Issues in Business at Millsaps College, is divided into three parts. The first sketches the logic of the evolution of U.S. business and suggests reasons for its remarkable success. The second assesses the power of U.S. business in modern society, both from an economic and political perspective. The third attempts to formulate the underlying philosophy of U.S. business using ideals such as the work ethic, entrepreneurism, democracy, and equality. Some of these ideals, the paper suggests, are irreconcilable. Thomas J. Donaldson is Associate Professor of Philosophy at Loyola University of Chicago. His publications in the area of business ethics include numerous articles and two books, Ethical Issues in Business co-edited with Patricia Werhane, and Corporations and Morality.     

Friedman fallacies

Milton Friedman's article, The Social Responsibility of Business Is To Increase Its Profits, owes its appeal to the rhetorical devices of simplicity, authority, and finality. More careful consideration reveals oversimplification and ambiguity that conceals empirical errors and logical fallacies. It is false that business does, or would, operate exclusively in economic terms, that managers concentrate obsessively on profitability, and that ethics can be marginalized. These errors reflect basic contradictions: an apolitical political base, altruistic agents of selfishness, and good deriving from greed. Colin Grant is a Professor in the Department of Religious Studies at Mount Allison University. He teaches an undergraduate course on The Ethics and Ethos of Business. His article Giving Ethics the Business appeared in JBE 7 (1988), pp. 489–495. Some of the journals in which he has published are: The Christian Century, The Dalhousie Review, Journal of the American Academy of Religion, Modern Theology, Religious Studies, Studies in Religion/Sciences Religieuses, The Toronto Journal of Theology.     

The ethics of leveraged management buyouts revisited

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, or Kantian perspectives on ethics. This paper addresses these shortcomings and finds the ethical status of leveraged management buyouts to be highly suspect. Thomas M. Jones is a Professor of Organization and Environment in the School of Business Administration at the University of Washington in Seattle. He has written on such subjects as business ethics, corporate social responsibility, corporate governance, boards of directors, shareholder litigation, and business and society paradigms. His work has appeared in the Academy of Management Review, California Management Review, Boston University Law Review and the Hastings Law Journal.Reed O. Hunt, III is currently working for the Seattle Office of Peterson Consulting Limited Partnership, a national business dispute resolution consulting firm.     

Self-regulating industry behavior: Antitrust limitations and trade association codes of conduct

Self-regulation exists at the firm-level, the industry-level, and the business-level of economic organization. Industry self-regulation has faced economic (free rider) and legal (antitrust) impediments to widespread implementation, although there exist examples of effective industry self-regulation, e.g., securities industry and the SEC, advertising and the FTC. By instituting industry codes of conduct, national trade associations have shown to be natural vehicles for self-regulation. While there has been long-standing general encouragement for establishing industry codes, adopting and enforcing conduct codes has been seriously circumscribed by restrictive Supreme Court decisions and FTC advisory opinions. One approach to clearing legal confusion is to petition the FTC to issue an industry guide on promulgating and enforcing trade association codes of conduct. Another strategy is to utilize a stakeholder approach to association ethics committee appointments that subsequently influence code creation and enforcement. Finally, a new concept of an industry code of conduct will consist of three subcodes: an economic code; an environmental code; and a socio-political code. Combined, these strategic approaches will offer new opportunities for effective nonmarket regulation.Thomas A. Hemphill is affiliated with the Institute of Scrap Recycling Institute, Inc., Washington, D.C. His most recent publications are found inBusiness and Society Review (Fall 1990), A Solid Program for Solid Waste and (Summer 1991), Marketer's New Motto: It's Keen to be Green.     

Ethical climate and the link between success and ethical behavior: An empirical investigation of a non-profit organization

This study examines the ethical climate and ethical practices of successful managers (n=206 managers) of a large non-profit organization. The influence of different dimensions of ethical climate on perceived ethical practices of successful managers were also investigated. Results show that a majority of the respondents perceive successful managers as ethical. Compared to previous research, managers in our sample were less optimistic about the relationship between success and ethical behavior. Those who believed that their organization had a caring climate perceived a strong positive link between success and ethical behavior. Those who believed that their organization had an instrumental climate perceived a strong negative link between success and ethical behavior. Satish Deshpande is an Associate Professor of Management at Haworth College of Business, Western Michigan University, Kalamazoo, Michigan, USA. He teaches human resource management courses. His current research interests include business ethics, managerial decision-making, and applied psychology in human resource issues. His publications include articles in the Academy of Management Journal, Compensation and Benefits Review, Human Relations, Journal of Small Business Management, and Organizational Behavior and Human Decision Processes.     

Management-think

This paper provides a comprehensive review of the philosophical foundations of business management. The need for such a review is established. Emphasis is placed upon the role of management ethos in such a philosophy. Philosophical concepts (such as the concept of an intention) which are widely applied in management, but not explored in the management literature, are examined. While the emphasis is on philosophical concepts, the material presented is applicable in the practice of management. Mark Pastin is Director of the Center for Private and Public Sector Ethics and Professor of Management at the Arizona State University. He received the National Endowment for the Humanities Fellowship, and was a Research Fellow of the Center for Metropolitan Research of John Hopkins University. His most important publications are Strategic Planning for Science The Research System in the 1980s, ed. by John Logsdon (Franklin Institute Press, 1982), Ethics and the Foreign Corrupt Practices Act, Business Horizons (December 1980), The Multi-Perspectival Theory of Knowledge, Midwest Studies in Philosophy: Volume V (University of Minnesota Press, 1980), and Meaning and Perception, Journal of Philosophy (October 1976).     

The implementation of a code of ethics: The early efforts of one entrepreneur

Attention is being focused on the tone at the top in businesses in the United States with the publication of the Report of the Commission on Fraudulent Financial Reporting. There has been growing discontent with the quality of ethcial behavior in the business society and at the present moment many American companies are developing — or revising — codes of ethics and establishing procedures for their implementation. Yet, there is some question about the success of such efforts.This article describes the efforts of an early American entrepreneur to develop a code of ethics and to implement it throughout his organization during the early years of relatively rapid growth. The code was introduced in 1913 and was supported through a variety of means in which the leader himself participated. That early code continues to be reissued as the company updates its overall code of ethics. The persistent and seemingly genuinc commitment to ethical behavior throughout the company was evident in all aspects of the leader's behavior. Mary Ellen Oliverio (PhD, Columbia; CPA, New York State) is Professor of Accounting, Graduate School of Business, Pace University, New York, New York, 10038. She is the author of several textbooks and has had articles published in a number of professional journals, including the CPA Journal, Internal Auditor, and Internal Auditing. She is currently conducting a study on the role of the internal auditor in the performance of the external audit.     

Egoistic and ethical orientations of university students toward work-related decisions

An onslaught of ethically questionable actions by top government, business, and religious leaders during the 1980s has brought the issue of ethics in decision making to the forefront of public consciousness. This study examines the ethical orientation of university students in four decision-making situations. The dependent variable — ethical orientation toward work-related decisions — is measured through student responses to questions following four work-related vignettes. Possible responses to each vignette are structured to permit categorization of respondents into two broad orientations: egoistic and ethical. Independent variables are academic major, ethics in business orientation, gender, and religiosity. Generally, students tended to choose an ethical orientation over an egoistic orientation in each vignette. Business majors were generally no less likely to choose an ethical orientation toward work-related decisions than nonbusiness majors. Respondents characterized by moral unity (belief in the consistency between general ethical principles and work-related ethical standards) were more likely to have an ethical orientation toward work-related decisions than those subscribing to the amoral theory of business. Females showed a consistent tendency to be more ethically oriented toward work-related decisions than males. Finally, respondents high on religiosity tended to be more ethically oriented. Jon M. Shepard is Head of the Department of Management at Virginia Polytechnic Institute and State University. His most recent publications include Gender Differences in Proclivity for Unethical Behavior (Journal of Business Ethics). His current research interests include ethics in business, corporate ethical climates, and the accountability of institutions in modern society.Linda Hartenian is a P/HRM doctoral candidate in the Department of Management at the University of Kentucky. Her research interests include the performance appraisal process, the impact of decentralized computing systems on organizational communication, and research methodology.This research was supported by a grant from the Graduate School, University of Kentucky. We wish to thank Richard Wokutch for his thoughtful suggestions for this paper.     

Limitations of ethical reasoning as an action (praxis) strategy

For both philosophers and managers, reasoning with ourselves and others can be used both as (1) a way of knowing what is ethical and (2) a way of acting to help ourselves, others and organizations behave ethically. However, for many of us, knowing is frequently not the same as acting. Four areas are addressed: (1) thirteen limitations of ethical reasoning as an action strategy; (2) how a better understanding of these limitations can strengthen ethical reasoning as an action strategy; (3) how an understanding of these limitations can serve as a conceptual foundation for exploring other ethical action strategies; and, (4) implications for experiential learning and teaching. Richard P. Nielsen is a Management Professor in the Department of Organizational Studies, School of Management, Boston College, Chestnut Hill, MA 02167. Related articles of his include Toward an Action Philosophy for Managers Based on Arendt and Tillich, Journal of Business Ethics, May 1984, What Can Managers Do about Unethical Management, Journal of Business Ethics, May 1987, and Cooperative Strategy, Strategic Management Journal 9, 1988.     

Helping subordinates with their personal problems: A moral dilemma for managers

When subordinates ask their managers for help with their personal problems, it creates moral dilemmas for their managers. Managers are contractually obliged to maintain equivalent relations between their subordinates and that is compromised when one subordinate makes this kind of request. By applying deontological principles to this dilemma, additional options are revealed, and the moral duties managers owe their subordinates in these situations are clarified. Dennis J. Moberg is associate professor in the Department of Organizational Analysis and Management, Leavey School of Business Administration, Santa Clara University, Santa Clara, CA 95053, USA. He is a Fellow of SCU's Center of Applied Ethics. His present research focus is on applying ethical principles to employer-employee interactions. Related articles are The Ethics of Organizational Politics, Academy of Management Review 6, 1981, 363–374, and An Ethical Theory of Peer Relations in Organizations, available from author.