‘I am we’ consciousness and dialog as organizational ethics method

There is a practical five-step method of ethics dialog developed by John Woolman, an 18th c. businessman and ethical activist, that was used by Robert K. Greenleaf, a 20th c. A.T.&T. Corporate Vice-President, that includes: (a) friendly, emotive affect; (b) discussion of mutual commonalities; (c) discussion of issue entanglements; (d) discussion of potential experimental solutions; and, (e) trial and feedback discussion. This method of dialog appears to proceed with a type of consciousness considered by John Woolman and Bernard Lonergan as one where the I is conscious that I and Others are part of a more foundational, larger and prior We. This type of dialog is different than Socratic dialog. The corresponding type of consciousness is different than the more derivative, e.g., two allies being united in their response to a common goal. It is also different than Buber's I and Thou appreciative consciounsess of the interestingness, value, diversity, and uniqueness of others. Woolman dialog as seen in four cases appears to be a concrete method that has some value both as an end in itself and as instrumental means that can: be issue effective, help build ethical organization/community culture, and help facilitate peaceful, evolutionary change and development. Limitations of the method are also considered. The method may also be a several hundred year anticipation of experiment based pragmatist philosophy that is anthropologically sensitive to cultural entanglements.

John Donne (17th c.)

Richard P. Nielsen is a professor in the Department of Organizational Studies, School of Management, Boston College. Related articles of his include: Dialogic Leadership As Organizational Ethics Action (Praxis) Method, Journal of Business Ethics(October 1990); Negotiating As An Ethics Action (Praxis) Strategy, Journal of Business Ethics(May 1989); Changing Unethical Organizational Behavior, Academy of Management Executive(May 1989); Arendt's Action Philosophy and the Manager as Eichmann, Richard III, Faust, or Institution Citizen, California Management Review(Spring 1984); and Cooperative Strategy, Strategic Management Journal(September–October 1988).     

The indefensibility of insider trading

The article, Inside Trading Revisited, has taken the stance that insider trading is neither unethical nor economically inefficient. Attacking my arguments to the contrary developed in an earlier article, The Ethics of Inside Trading (Journal of Business Ethics, 1989) this article constructs careful arguments and even appeals to Adam Smith to justify its conclusions. In my response to this article I shall clarify my position as well as that of Smith to support my counter-contention that insider trading is both unethical and inefficient. Patricia H. Werhane is the Henry J. Wirtenberger Professor of Business Ethics at Loyola University, Chicago. She is the author or editor of seven books including Ethical Issues in Business,edited with Tom Donaldson, in its third edition, Persons, Rights, and Corporations, Profits and Responsibility,and Philosophical Issues in Human Rights,edited with David Ozar and A. R. Gini. She is past president of the Society for Value Inquiry, founding member, past president and Executive Director of the Society of Business Ethics, and Chairperson of the Ethics Advisory Council of Arthur Andersen & Co. She serves on the editorial boards of the Journal of Business Ethics,the Journal of Value-Based Management, and Public Affairs Quarterly,and is Editor-in-Chief of Business Ethics Quarterly.Her book, Adam Smith and his Legacy for Modern Capitalismis forthcoming with Oxford University Press.     

Moral fictions and scientific management

This paper examines Alasdair MacIntyre's argument in After Virtue that corporate managers do not have the rational expertise in social control which they have used to justify their position in modern society. In particular, it is claimed that managerial science by taking an emotivist view, putting ends and values beyond the reach of sound rational judgment, has made human relationships matters of manipulation and undermined its own moral legitimacy. The question is advanced as to whether managers must operate from emotivist premises or whether they can truly understand and thus truly manage human affairs by rational reflection about human purpose, value, and intention. Paul C. Santilli is Assistant Professor of Philosophy at Siena College, Loudonville, N.Y. His previous publication is: The Informative and Persuasive Functions of Advertising: A Moral Appraisal, Journal of Business Ethics 2 (1983), 27–33.Paper presented at the 16th Conference on Value Inquiry, entitled: Ethics and the Market Place: An Exercise in Bridge-Building or On the Slopes of the Interface.     

Issues management and ethics

Issues management (IM) is becoming widely accepted in the business-and-society literature as a policy tool to enhance the social performance of corporations. Its acceptance is based on the presumption that firms have incorporated ethical norms into their decision-making process. This paper argues that IM is simply a technique to identify, analyze, and respond to social issues. It can be used either to improve or forestall corporate social performance. Different values will steer IM practitioners in different policy directions.If IM is to be more than a social gadget, designed to promote the firm's narrow economic objectives, it must be self-consciously grounded in ethics. Stakeholder analysis and the comprehensive corporate ethic are concepts that can help forge links between ethics and the administrative process, between values and decision-making in IM. Jeanne M. Logsdon is Assistant Professor of Management at Santa Clara University. She received a Ph. D. in Business and Public Policy from the University of California, Berkeley in 1983. Her dissertation received the Best Dissertation Award from the Social Issues in Management Division of the Academy of Management. A brief summary of her dissertation, Organizational Responses to Environmental Issues: Oil Refining Companies and Air Pollution, appears in Research in Corporate Social Performance and Policy, vol. 7.David R. Palmer is Assistant Professor of Management at Santa Clara University where he teaches courses in Business Policy and Business and Public Policy. He holds an MBA from the Harvard Graduate School of Business Administration and a Ph.D. in Business and Public Policy from the University of California, Berkeley.     

Learning to solve the right problems: The case of nuclear power in America

Three general types of problems entail different strategies. Continuing to seek solutions to tame problems when we face messes, let alone wicked problems, is potentially catastrophic hence fundamentally irresponsible. In our turbulent times, it is therefore becoming a strategic necessity to learn how to solve the right problems.

But then, you may agree that it becomes morally objectionable for the planner to treat a wicked problem as though it were a tame one, or to tame a wicked problem prematurely, or to refuse to recognize the inherent wickedness of social problems. Rittel and Webber (1973).

Jonathan King is Associate Professor of Management at the College of Business at Oregon State University. His primary research interests are in the areas of moral philosophy and modern technology. His most important publications are Confronting Chaos and Common Knowledge of the Second Kind,Journal of Business Ethics (1989).     

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).     

Dialogic leadership as ethics action (praxis) method

Dialogic leadership as ethics method respects, values, and works toward organizational objectives. However, in those situations where there may be conflicts and/or contradictions between what is ethical and what is in the material interest of individuals and/or the organization, the dialogic leader initiates discussion with others (peers, subordinates, superiors) about what is ethical with at least something of a prior ethics truth intention and not singularly a value neutral, constrained optimization of organizational objectives. Cases are considered where dialogic leadership: (1) helped build ethical organizational culture; (2) was effective; and, (3) as a by-product, produced integrative win-win results. Philosophical foundations for the method as well as differences between dialogic leadership and Theory X forcing leadership, Theory Y win-win integrative leadership, industrial democracy, participative management, action inquiry, and double-loop learning action science are explored. Limitations of the method are also explored.We must be still and still moving Into another intensity For a further union, a deeper communion(T. S. Eliot, 1944, p. 27) Richard P. Nielsen is a professor in the Department of Organizational Studies, School of Management, Boston College, 214 Fulton Hall, Chestnut Hill, MA 02167, (617)552-8858. Related articles of his include: Negotiating As An Ethics Action (Praxis) Strategy, Journal of Business Ethics 8, 1989; Changing Unethical Organizational Behavior, Academy of Management Executive 3, 2, 1989; Limitations of Ethical Reasoning As An Action (Praxis) Method, Journal of Business Ethics 7, 1988; Cooperative Strategy, Strategic Management Journal 9, 1988; and, Arendt's Action Philosophy and the Manager As Eichmann, Richard III, Faust or Institution Citizen, California Management Review 26, 3, Spring, 1984.     

Towards an Integrative Model of Small Firm Internationalisation

Firm internationalisation has long been regarded as an incremental process, wherein firms gravitate towards psychologically close markets and increase commitment to international markets in a gradual, step-wise, manner through a series of evolutionary stages. However, much of the recent literature provides clear evidence of rapid and dedicated internationalisation by born global firms. Typically, these are smaller entrepreneurial firms that internationalise from inception, or start to shortly thereafter. Their main source of competitive advantage is often related to a more sophisticated knowledge base. In addition, the authors have found evidence of firms supporting this born global pattern of behaviour but also evidence of firms that suddenly internationalise after a long period of focusing on the domestic market. These born-again globals appear to be influenced by critical events that provide them with additional human or financial resources, such as changes in ownership/management, being taken over by another company with international networks, or themselves acquiring such a firm. Based upon the extant literature and our own research, we propose an integrative model that recognises the existence of different internationalisation pathways. We then explore differences in behaviour due to the firm's internationalisation trajectory and discuss the strategic and public policy implications.     

Confronting chaos

While it is common to observe that our society and world are becoming increasingly complex and fast paced, most of our theories provide no bases upon which to develop appropriate strategies. The need for developing holistic strategies is becoming urgent in two related areas: major interactive technologies and morality. Jonathan King is Associate Professor of Management at the College of Business at Oregon State University. He received his B.A. in philosophy from Antioch College (1965) and his M.B.A. in Finance (1975) and Ph.D. in Business, Government and Society (1980) from the University of Washington. His primary research interests are in the areas of moral philosophy and General Systems Theory. His most important publications are The Three Faces of Thinking, Journal of Higher Education (1986) and Prisoner's Paradoxes, Journal of Business Ethics (1988).     

Reactions to ethical dilemmas: A study pertaining to certified public accountants

This study discusses how perceptions of ethics are formed by certified public accountants (CPAs). Theologians are used as a point of comparison. When considering CPA ethical dilemmas, both subject groups in this research project viewed confidentiality and independence as more important than recipient of responsibility and seriousness of breach. Neither group, however, was insensitive to any of the factors presented for its consideration. CPA reactions to ethical dilemmas were governed primarily by provisions of the CPA ethics code; conformity to that code may well be evidence of higher stage moral reasoning.Gregory A. Claypool is Associate Professor of Accounting and Finance at Youngstown State University.David F. Fetyko is Professor of Accounting at Kent State University. Michael A. Pearson is Professor of Accounting at Kent State University. He is the author of Enhancing Perceptions of Auditor Independence, Journal of Business Ethics 4 (1985), 53–6, and Auditor Independence Deficiencies and Alleged Audit Failures, Journal of Business Ethics 6 (1987), 281–7.     

Ethical Beliefs and Management Behaviour: A Cross-Cultural Comparison

A cross-cultural empirical study is reported in this article which looks at ethical beliefs and behaviours among French and German managers, and compares this with previous studies of U.S. and Israeli managers using a similar questionnaire. Comparisons are made between what managers say they believe, and what they do, between managers and their peers' attitudes and behaviours, and between perceived top management attitudes and the existence of company policy. In the latter, significant differences are found by national ownership of the company rather than the country in which it is situated. Significant differences are found, for both individual managers by nationality, and for companies by nationality of parents, in the area of organizational loyalty. The attitude towards accepting gifts and favours in exchange for preferential treatment, as a measure of societal values, is also found to show significant differences between national groups. However, no significant differences are found for measures for group loyalty, conflict between organizational and group loyalty and for conflicts between self and group/organization. The findings have implications for cross-border management decision strategies regarding such issues as receiving and giving of gifts, and the management of relations between local employees and international organizations which may be affected by differences in attitude to corporate loyalty.     

“Ought” implies “can”, or,the moral relevance of a theory of the firm

Since ought implies can, i.e., one cannot be obligated to do what one cannot do, the question of corporate responsibility cannot be discussed intelligibly without an inquiry into the range of corporate or managerial discretion. Hence, the moral relevance of a theory of the firm. Within classical or neo-classical economic theory, for instance, firms which act other than to maximize profit are eliminated. They cannot do otherwise, and thus either have no obligations at all or only the duty to maximize profit. The thesis of the Managerial Revolution, if true, establishes only that management is free from direct stockholder control. By asserting that corporations have responsibilities to do other than maximize profit, philosophers assume a wide degree of managerial discretion, without considering recent developments in the theory of the firm which suggest that new incentives and constraints radically restrict managerial liberty in a capitalist society. John R. Danley is Associate Professor at the Southern Illinois University at Edwardsville. He is the author of three articles: The Fundamental Assumption of Hypothetical Process Arguments, Philosophical Studies 34 (1978); Robert Nozick and the Libertarian Paradox, Mind 88 (1979); and Toward a Theory of Bribery, Business and Professional Ethics Journal 3.     

National Innovation Systems, ‘Real Economies’ and Instituted Processes

The design of institutions, policies and units of analysis are all predicated upon the ways in which we see the world and explain change. Today, as the pace of change quickens due to technological advancement and growing technoeconomic interdependencies in a series of processes generally referred to as globalization, analytic frameworks which emphasize national systems have emerged to provide a unit of analysis through which to explain these changes and growing interactions. These frameworks have the allure of trying to incorporate the ways in which economies, markets and economic agents actually behave – with particular reference to innovation, knowledge, learning and institutions. Our purpose in this paper is to raise some questions about the importance of these frameworks from a policy (managerial) and analytic perspective, to outline some limitations of their utility, and to suggest some useful paths for investigation.     

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.     

Women,unions, and social policy

We contend in this paper that the trade union role in social policy is expanding due to the debate on women's issues. The Centrale de l'enseignement du Québec is seen as a forerunner of this trend, with its policy positions on questions previously seen as personal. The method of promotion of these interests is also new, with caucusing and networking. The significance of these changes goes beyond unionized women workers and affects all women. Dr. Margaret Beattie is Professor adjoint at the Département de Service Social, Université de Sherbrooke, Quebec, Canada. Her most important publication is: Women and Factional Politics in a Teacher's Union, Atlantis: A Women's Studies Journal (Fall 1982).     

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.     

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.     

International Entrepreneurship Research: What Scope for International Business Theories?

International entrepreneurship (IE) research has commonly neglected significant perspectives applied by international business scholars. Explanations for the emergence and growth of international entrepreneurial firms largely focus on the resource-based view and the network perspective. While these approaches are useful, we suggest that IE would benefit significantly from a greater emphasis on its international nature. Therefore, theories of international business should be employed in conjunction with other approaches in order to appropriately emphasize the international character, holistically study the IE notion, and considerably broaden the scope of IE examination. Suggestions for relevant research directions are discussed.     

Is capitalism still viable?

This essay is an attempt to clarify the meaning of capitalism and to argue that this form of economic pattern will survive in the U.S. in the twentieth century. Capitalism should not be viewed as an abstraction which implies a religion, an ideology, a form of government, or a moral philosophy, but rather the private ownership of capital. Marx was wrong when he predicted the speedy decay of the capitalistic system in the West and when he claimed that a competitive system will lead to servitude and poverty for the masses; on the contrary, the American economic system is a grand success. Part of this success resulted from natural resources; part from America's being one of the largest free-trade areas; and part from the economic system, so-called capitalism, by which we have governed ourselves. The outcome is a greater measure of freedom, prosperity, leisure, and industrial sophistication. These achievements are hardly paralleled by any of the advanced countries of the world. Russell Kirk is a Distinguished Scholar of The Heritage Foundation in Washington, D.C. He is the author of twenty-three books and of several hundred essays. His books include The Conservative Mind; The Roots of American Order; and, recently, Decadence and Renewal in the Higher Learning.This article was originally published in The Hillsdale Review. Copyright © 1982 by Hillsdale Review Inc.     

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.