Abstract:There is good reason to take a virtue-based approach to business ethics. Moral principles are fairly useful in assessing actions, but understanding how moral people behave and how they become moral requires reference to virtues, some of which are important in business. We must go beyond virtues and refer to character, of which virtues are components, to grasp the relationship between moral assessment and psychological explanation. Virtues and other character traits are closely related to (in technical terms, they supervene on) (...) personality traits postulated by personality psychologists. They may therefore be featured in respectable psychological explanations. But good character fits no familiar psychological pattern. A person of good character is sufficiently self-aware and rational that his or her virtues are not accompanied by the vices that psychologists find usually associated with them. A course in business ethics can help develop this self-awareness, which a good life in business requires. (shrink)

Professor Fort (1999) imagines a dispute over the moral importance of certain facts, with David Messick and himself on one side and Donna Wood and me on the other. He has identified an important issue—ethical naturalism—but that issue is not a point of disagreement between Messick and me.Fort has some interesting ideas about how Messick’s views might help in creating organizations that are moral communities. Beyond noting that those ideas constitute the most important part of his essay and merit consideration, (...) I shall not comment on them.Moral philosophers who are naturalists—I am one—hold that there is no bright line between ought-statements and is-statements and that empirical facts have implications for moral facts. So, for example, that a certain practice helps a community survive is a strong sort of reason for claiming that it is a morally good practice, other things being equal. But most naturalists do not claim that any practice that has arisen by virtue of evolution isipso factoa morally good practice even if it does serve some purpose. Nor does ethical naturalism have a characteristic view of the extent to which our evolutionary history, as opposed to our rational deliberation, determines what we do. (shrink)

Professor Fort (1999) imagines a dispute over the moral importance of certain facts, with David Messick and himself on one side and Donna Wood and me on the other. He has identified an important issue—ethical naturalism—but that issue is not a point of disagreement between Messick and me.Fort has some interesting ideas about how Messick’s views might help in creating organizations that are moral communities. Beyond noting that those ideas constitute the most important part of his essay and merit consideration, (...) I shall not comment on them.Moral philosophers who are naturalists—I am one—hold that there is no bright line between ought-statements and is-statements and that empirical facts have implications for moral facts. So, for example, that a certain practice helps a community survive is a strong sort of reason for claiming that it is a morally good practice, other things being equal. But most naturalists do not claim that any practice that has arisen by virtue of evolution isipso factoa morally good practice even if it does serve some purpose. Nor does ethical naturalism have a characteristic view of the extent to which our evolutionary history, as opposed to our rational deliberation, determines what we do. (shrink)

The recent financial crisis has prompted questioning of our basic ideas about capitalism and the role of business in society. As scholars are calling for “responsible leadership” to become more of the norm, organizations are being pushed to enact new values, such as “responsibility” and “sustainability,” and pay more attention to the effects of their actions on their stakeholders. The purpose of this study is to open up a line of research in business ethics on the concept of “ authenticity (...) ” as it can be applied in modern organizational life and more specifically to think through some of the foundational questions about the logic of values. We shall argue that the idea of simply “acting on one’s values” or “being true to oneself” is at best a starting point for thinking about authenticity. We develop the idea of the poetic self as a project of seeking to live authentically. We see being authentic as an ongoing process of conversation that not only starts with perceived values but also involves one’s history, relationships with others, and aspirations. Authenticity entails acting on these values for individuals and organizations and thus also becomes a necessary starting point for ethics. After all, if there is no motivation to justify one’s actions either to oneself or to others, then as Sartre has suggested, morality simply does not come into play. We argue that the idea of responsible leadership can be enriched with this more nuanced idea of the self and authenticity. (shrink)

The move towards having more teaching of business ethics comes in part from a tendency to view managers negatively, drawing on anti-management theories that are presently popular in business schools. This can lead to a misdiagnosis of the causes of contemporary business problems. Teaching business ethics can, however, be ineffectual and counter-productive. Education in ethical philosophy can lead managers to be indecisive, sceptical or to rationalize poor conduct. The ethics of academics become salient and lapses in them undercut their claims (...) to authority. The philosophical viewpoint that stresses free choice runs contrary to the social science mission to reveal the causes that determine human behaviour and provide solutions to problems. Pro-management theory offers a more positive appreciation of managers, with its three components of structural functionalism, strategic functionalism and stewardship. (shrink)