Arguments over whether emotions and moods are feelings have demonstrated confusion over the concept of a feeling and, in particular, what it is that feelings can—and cannot—do. I argue that the causal and explanatory roles we assign emotions and moods in our theories are inconsistent with their being feelings. Sidestepping debates over the natures of emotions and moods I frame my arguments primarily in terms of what it is emotions, moods and feelings do. I provide an analysis that clarifies the (...) role feelings can play in our psychology that is consistent with current psychological and neurological data. (shrink)

In this article, I discuss whether intuitive moral judgements have epistemic value. Are they mere expressions of irrational feelings that should be disregarded or should they be taken seriously? In section 2, I discuss the view of some social psychologists that moral intuitions are, like other social intuitions, under certain conditions more reliable than conscious deliberative judgements. In sections 3 and 4, I examine whether intuitive moral judgements can be said not to need inferential justification. I outline a concept of (...) moral intuition as a seeming whose seemingness resides in special, phenomenological features such as a felt veridicality, appropriateness, familiarity, or confidence, and whose justificatory force is influenced by the reliability of the belief-producing procedures and by a subject's competence in applying moral concepts. I argue that subjects can come to realise that the beliefs expressed in their intuitive judgements evoke a sense of non-inferential credibility. In section 5, I first discuss the contribution of moral expertise to the non-inferential credibility of a person's intuitions. Subsequently, I discuss whether Walter Sinnott-Armstrong is right in saying that we can never claim non-inferential justification for our intuitions because they are subject to all kinds of distorting influences. (shrink)

Internalists hold that all reasons derive from existing motivations. They also hold that agents act irrationally when they fail to act on the strongest reasons they have. Emotions can make one act irrationally. But depression as an emotion tends to remove the motivation to act at the same time as it causes irrational inaction. If depression can cause irrationality, then the reasons to act must remain. Hence the internalist must explain how reasons can remain if depression removes motivation. This paper (...) does so by arguing that the cognitive, evaluative aspect of motivation remains when the dispositional and affective aspects are removed. (shrink)

In behavioral ethics today, there is debate as to which theory of moral development is the best for understanding ethical decision making, thereby facilitating ethical behavior. This debate between behavioral ethicists has been profoundly influenced by the field of moral psychology. Unfortunately, in the course of this marriage between moral psychology and business ethics and subsequent internal debate, a simple but critical understanding of human being in the field of management has been obscured; i.e., that morality is not a secondary (...) phenomenon arising out of something else. Therefore, in this paper, we will argue that there is a need in behavioral ethics to shift our understanding away from the influence of contemporary moral psychology and back to management theorist Ghoshal’s :75–91, 2005) view of what it means to be human in which the moral is fundamental. To assist in this labor, we will build on the philosophical work of Emmanuel Levinas who sees ethics, regardless of the setting, as a metaphysical concern. What this means is that Levinas sees the essential moral character of human life and the reality of human agency as ontologically fundamental, or constitutive of human nature itself. In other words, the ethical is the “first cause” in regard to understanding the nature and action of the individual, including within organizations. Thus, morality in any sphere of human endeavor, including in business, is not merely epiphenomenal to some more fundamental reality. (shrink)

The field of behavioral ethics has seen considerable growth over the last few decades. One of the most significant concerns facing this interdisciplinary field of research is the moral judgment-action gap. The moral judgment-action gap is the inconsistency people display when they know what is right but do what they know is wrong. Much of the research in the field of behavioral ethics is based on early work in moral psychology and American psychologist Lawrence Kohlberg’s foundational cognitive model of moral (...) development. However, Kohlberg’s model of moral development lacks a compelling explanation for the judgment-action gap. Yet, it continues to influence theory, research, teaching, and practice in business ethics today. As such, this paper presents a critical review and analysis of the pertinent literature. This paper also reviews modern theories of ethical decision making in business ethics. Gaps in our current understanding and directions for future research in behavioral business ethics are presented. By providing this important theoretical background information, targeted critical analysis, and directions for future research, this paper assists management scholars as they begin to seek a more unified approach, develop newer models of ethical decision making, and conduct business ethics research that examines the moral judgment-action gap. (shrink)

Mental simulations and implementation intentions are two self-regulation techniques that further successful goal attainment. The present research examined whether the two mindsets associated with the two techniques differed regarding processing of information. The first two studies indicated that mental simulation induces a mindset associated with more open-minded processing of information, while implementation intentions induce a mindset associated with more closed-minded processing of information. The final two studies investigated activation levels of mental representations of mental simulation and implementation intention via a (...) lexical decision task. Forming implementation intentions was found to result in heightened activation of both situational cues and behavioral responses compared to mental simulation. The implications of these findings are discussed on the basis of the model of action phases. (shrink)