Moral Markets and Moral Managers Revisited

In the wake of recent corporate scandals, this paper examines the claim made by John Boatright that business ethics, as it is currently conceived, “rests on a mistake.” Ethics in business should not be achieved through managerial vision, discretion or responsibility; rather, ethics should shape the design of institutions that regulate business from the outside. What ethicists should advocate for, according to Boatright, are moral markets not moral managers. I explore the empirical and normative dimensions of his claim with special attention paid to the extent to which Boatright’s development of the economic theory of the firm supports his position. I conclude by suggesting some reasons why moral markets and moral management are compatible frameworks for corporate reform.     

Moral Memory: Why and How Moral Companies Manage Tradition

Recent research on the role of ethics in the organizational culture literature found practically the whole literature reduced to a debate between ethical rationalism and ethical relativism. The role of the past in the form of tradition to maintain and improve moral reflection is completely missing. To address this gap in the literature on the level of practice, the concepts of moral memory and moral tradition are applied to data on 22 companies that have long-standing moral practices. In this way, the practice of moral traditions can be explored with recent conceptual advances and a list of best practices delineated. Moral memory is the recollection of and attachment to the succession of past events and experiences that maintains moral tradition. Moral tradition is the continuing transmission and reception of related moral themes through multiple generations of employees. It is found that companies that maintain moral traditions tend to develop “family” cultures with considerable compassion for workers as persons who have non-economic needs and rights. These companies also temper the role of leadership, insisting that leaders are responsible for and are evaluated by the company’s moral traditions. Finally, moral traditions are essential mechanisms through which companies paradoxically both stimulate and limit competitive behavior. Steven P. Feldman is Associate Professor of Management Policy, Weatherhead School of Management, Case Western Reserve University. Over the last decade, Dr. Feldman’s research has explored the role of moral memory and moral tradition in the ethical aspects of organizations. His book, Memory as a Moral Decision: The Role of Ethics in Organizational Culture (2002), found that the emotional and cognitive aspects of memory to be key in establishing moral organizational cultures. The moral importance of the past in the present has received little attention in the literature on organizational culture. Winner of the Distinguished Lectureship in Business Ethics from the American Fulbright Program, Dr.␣Feldman will be carrying out research on ethical issues in American-Chinese business relations in Shanghai in 2007.     

The Influence of Perceived Importance of an Ethical Issue on Moral Judgment,Moral Obligation,and Moral Intent

The study extends and tests the issue contingent four-component model of ethical decision-making to include moral obligation. A web-based questionnaire was used to gauge the influence of perceived importance of an ethical issue on moral judgment and moral intent. Perceived importance of an ethical issue was found to be a predictor of moral judgment but not of moral intent as predicted. Moral obligation is suggested to be a process that occurs after a moral judgment is made and explained a significant portion of the variance in moral intent. Electronic supplementary material   The online version of this article (doi: ) contains supplementary material, which is available to authorized users. Russell Haines is an Assistant Professor of Information Technology at Old Dominion University. He received his B.S. and Master of Accountancy from Brigham Young University and his Ph.D. from The University of Houston. His research interests are in laboratory experiments, ethical decision- making, supply chain decision-making, and computer- mediated communication. Marc D. Street is an Assistant Professor of Management at Salisbury University in Salisbury, Maryland. He received his B.A. from the University of Maryland, College Park (1983); his MBA from the University of Baltimore (1993); and his Ph.D. from the Florida State University (1998). His primary research interests are in the areas of decision-making and business ethics. Dr. Street’s research has been published in journals such as Organizational Behavior and Human Decision Processes, Journal of Business Ethics, and the Journal of World Business, among others. Douglas Haines is Associate Professor of Marketing and Department Chair of the Department of Business in the College of Business and Economics at the University of Idaho. Before acquiring his Ph.D. at the University of Oregon, he worked for 15 years in various positions at the H.J. Heinz company including Vice President of the Weight Watchers Foods Division of Heinz USA. His research interests include decision making, particularly in the marketing channel context, inter firm relationships, and the development of the market for biodiesel and other alternative energy sources.     

Moral Stress: Considering the Nature and Effects of Managerial Moral Uncertainty

To better illuminate aspects of stress that are relevant to the moral domain, we present a definition and theoretical model of “moral stress.” Our definition posits that moral stress is a psychological state born of an individual’s uncertainty about his or her ability to fulfill relevant moral obligations. This definition assumes a self-and-others relational basis for moral stress. Accordingly, our model draws from a theory of the self (identity theory) and a theory of others (stakeholder theory) to suggest that this uncertainty arises as a manager faces competing claims for limited resources from multiple stakeholders and/or across multiple role identities. We further propose that the extent to which the manager is attentive to the moral aspects of the claims (i.e., moral attentiveness) moderates these effects. We identify several consequences of managerial moral stress and discuss theoretical, empirical, and practical implications of our approach. Most importantly, we argue that this work paves an important path for considering stress through the lens of morality.     

The Influence of Business Ethics Education on Moral Efficacy,Moral Meaningfulness,and Moral Courage: A Quasi-experimental Study

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.     

The Moral Paradigm Test

Teaching business ethics classes can often be difficult because many students memorize enough of the moral theories to pass their tests, but never understand the motivating spirit underlying the theories. The result is that students are able to apply the moral principles to various situations, but produce the wrong results due to their illicit biases and rationalizations.What is needed is a practical test, which will strip away as many biases and rationalizations as possible, while at the same time emotionally connecting the students to why morality is important in business. My suggestion is the Moral Paradigm Test, which is a version of the Ideal Person Standard.     

Managers as Moral Leaders: Moral Identity Processes in the Context of Work

Journal of Business Ethics - This qualitative study explores how business leaders narrate their personal ways of recognizing, reasoning, and resolving moral conflicts and what these stories reveal...     

Moral Recovery and Ethical Leadership

Journal of Business Ethics - Research on ethical leadership generally falls into two categories: one celebrates individual leaders and their ‘authentic’ personalities and virtuous...     

谈谈会计工作中的道德问题

文章阐述了会计职业道德规范的内容,以及会计职业道德的作用,指出加强会计人员职业道德建设,对于更好地服务于市场经济体制建设具有重要的意义.     

Moral Luck and Business Ethics

Moral luck – which seems to appear when circumstances beyond a person’s control influence our moral attributions of praise and blame – is troubling in that modern moral theory has supposed morality to be immune to luck. In business, moral luck commonly influences our moral judgments, many of which have economic consequences that cannot be reversed. The possibility that the chance intervention of luck could influence the way in which we assign moral accountability in business ethics is unsettling. This paper argues that if we cannot explain moral luck away, we should give consideration to moral risk in our moral judgments and the associated assignment of economic rewards regarding episodes in which moral luck plays a role.     

Moral audit for Diabco Corporation

Diabco Corporation, consisting of both domestic and international operations, aspires to be a world class company. Assumption of that status requires Diabco to develop a profile as a responsible member within the world community. Attributing morality to a corporation may seem somewhat inappropriate because it is merely an artificial entity. Yet, a corporation is only as ethical as its agents. At a minimum, Diabco must meet legal requirements, but the development of moral responsibility requires a conscious effort by all corporate agents to avoid harming others. To appraise the company's moral condition, the authors constructed the premise that Diabco conducted a comprehensive moral audit. Although the concept of a moral audit is still a relatively undeveloped appraisal activity, the purpose of the study is to demonstrate the desirability, feasibility, and possible inadequacies of such an endeavor.Dr. S. Andrew Ostapski is an Assistant Professor of Business Law at the University of Miami.Donna G. Pressley is an Anthropology graduate of the University of Miami and is currently an M.B.A. candidate there.     

Moral managers and business sanctuaries

Richard Konrad claims that businessmen are guilty of adhering to a vicious form of ethical relativism. In practice, the relativism takes the form of doing an act which ordinarily would be called wrong and then claiming that the act is right or justified because it falls under a special set of codes (business ethics) which preempt ordinary ones. These codes or business ethics establish moral sanctuaries for businessmen. Konrad examines three versions of the sanctuary position, argues that they fail, and concludes that the position is untenable. In this article it is claimed that Konrad is in error, that upon closer examination the three versions do provide justification for businessmen claiming relief from moral criticism.David Roberts IV is Adjunct Assistant Professor at the University of Alabama at Birmingham. He presently holds a post as Assistant to the Dean of Humanities, Special Studies.     

论和谐社会道德建设

和谐社会是以宽容、理解、尊重、祥和为伦理价值的社会发展模式,是在最广泛的意义上求得协调、有序的社会发展状态.道德建设对于构建社会主义和谐社会具有不可替代的作用,和谐社会道德建设要坚持集体主义原则和为人民服务核心.     

Moral Imagination and Systems Thinking

Taking the lead from Susan Wolf's and Linda Emanuel's work on systems thinking, and developing ideas from Moberg's, Seabright's and my work on mental models and moral imagination, in this paper I shall argue that what is often missing in management decision-making is a systems approach. Systems thinking requires conceiving of management dilemmas as arising from within a system with interdependent elements, subsystems, and networks of relationships and patterns of interaction. Taking a systems approach and coupling it with moral imagination, now engaged on the organizational and systemic as well as individual levels of decision-making, I shall conclude, is a methodology that encourages managers and companies to think more imaginatively and to engage in integrating moral decision-making into ordinary business decisions. More importantly this sort of thinking is a means to circumvent what often appear to be intractable problems created by systemic constraints for which no individual appears to be responsible.     

Corporate Versus Individual Moral Responsibility

There is a clear tendency in contemporary political/legal thought to limit agency to individual agents, thereby denying the existence and relevance of collective moral agency in general, and corporate agency in particular. This tendency is ultimately rooted in two particular forms of individualism – methodological and fictive (abstract) – which have their source in the Enlightenment. Furthermore, the dominant notion of moral agency owes a lot to Kant whose moral/legal philosophy is grounded exclusively on abstract reason and personal autonomy, to the detriment of a due recognition of the socio-historical grounds of moral social conduct.I shall argue that an adequate theory of responsibility is needed, which does not only take into account individual responsibility, but also collective and corporate responsibility, capable of taking into consideration society and its problems. Furthermore, corporations are consciously and carefully structured organisations with different levels of management and have clearly defined aims and objectives, a central feature upon which I shall be focussing in this paper.     

The Path of Moral Growth

This paper, following the work of the sociologist Philip Selznick, identifies three stages of moral development in organizations: ethical improvisation, ethical institutionalization, and ethical revival. I argue here that the developmental perspective is inherent in the structure of biblical narrative, especially in the stories of Genesis and Exodus. The paper concludes by debunking three common myths associated with business ethics.