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While business as a social activity has involved communities of persons embedded in dense relational networks and practices for thousands of years, the modern legal, theoretical psychological, and moral foundations of business have progressively narrowed our understanding of practical wisdom. Although practical wisdom has recently regained ground in business ethics and management studies, thanks mainly to Anscombe's recovery of virtue ethics, Anscombe herself once observed that it lacks, and has even neglected, a moral psychology that genuinely complements the nuanced philosophical perspective of a virtue-centered moral philosophy. Herein, we offer one way to fill this gap by suggesting two opposing psychological paradigms, namely the inter-processual self and the autonomous self, which are classified according to the assumptions they make about the self, human agency and action more broadly, as well as how they relate to practical wisdom. Upon presenting these moral psychologies, we will bring this proposal into conversation with business ethics to show how the IPS paradigm can enable and support virtuous management. 相似文献
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Kleio Akrivou Dimitrios Bourantas Shenjiang Mo Evi Papalois 《Journal of Business Ethics》2011,102(1):119-133
Building on research and measures on solitude, ethical leadership theories, and decision making literatures, we propose a
conceptual model to better understand processes enabling ethical leadership neglected in the literature. The role of solitude
as antecedent is explored in this model, whereby its selective utilization focuses inner directionality toward growing authentic
executive awareness as a moral person and a moral manager and allows an integration between inner and outer directionality
toward ethical leadership and resulting decision-making processes that will have an impact on others’ perceptions of leader
authentic ethical leadership. Thus it is proposed that utilization of solitude positively predicts executive-level authentic ethical leadership action and in turn, ethical decision making perceived fairness and integrity. We also propose two moderators, strengthening the hypothesized (positive) association between solitude
and ethical leadership; these are the executive’s ability for moral reasoning and a motivation for socialized (as opposed
to personalized) power. 相似文献
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