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  1. Focusing on Individuals' Ethical Judgement in Corporate Social Responsibility Curricula.Patrick Maclagan & Tim Campbell - 2011 - Business Ethics, the Environment and Responsibility 20 (4):392-404.
    Adequate discussion of individuals' moral deliberation is notably absent from much of the literature on corporate social responsibility (CSR). We argue for a refocusing on the role of the individual in that context. In particular we regard this as important in CSR course design, for practical, pedagogical and moral reasons. After addressing some of the theoretical background to our argument, and noting some respects in which individual action features in the context of CSR, we consider the usefulness (or otherwise) of (...)
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  • Hierarchical Control or Individuals' Moral Autonomy? Addressing a Fundamental Tension in the Management of Business Ethics.Patrick Maclagan - 2007 - Business Ethics, the Environment and Responsibility 16 (1):48–61.
    There is a fundamental tension in business ethics between the apparent need to ensure ethical conduct through hierarchical control, and the encouragement of individuals' potential for autonomous moral judgement. In philosophical terms, these positions are consequentialist and Kantian, respectively. This paper assumes the former to be the dominant position in practice, and probably in theory also, but regards it as a misplaced extension of the more general managerial tendency to seek and maintain control over employees. While the functions of such (...)
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  • Hierarchical Control or Individuals' Moral Autonomy? Addressing a Fundamental Tension in the Management of Business Ethics.Patrick Maclagan - 2007 - Business Ethics: A European Review 16 (1):48-61.
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  • Focusing on Individuals' Ethical Judgement in Corporate Social Responsibility Curricula.Patrick Maclagan & Tim Campbell - 2011 - Business Ethics: A European Review 20 (4):392-404.
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  • Varieties of Postmodernism as Moments in Ethics Action-Learning.Richard P. Nielsen - 1993 - Business Ethics Quarterly 3 (3):251-269.
    Through an international case study, this paper illustrates how a conversation method was used effectively to address a cross-cultural ethics problem. The method included as moments in one continuous process three different dimensions of postmodernism-Gadamer reconstruction, Derrida deconstruction, and Rorty neopragmatism. In addition to including different dimensions of postmodernism, the method combines effective mutual learning and effective action. Strengths and limitations of the approach are discussed. The article demonstrates how it can be beneficial to build bridges between and within the (...)
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  • Organization Ethics From a Perspective of Praxis.Richard P. Nielsen - 1993 - Business Ethics Quarterly 3 (2):131-151.
    Organization ethics praxis is theory and method of appropriate action for addressing ethics issues and developing ethical organizations. The perspective of praxis (theory and method of action) is important and different from the perspectives of theoria (theory of understanding), epistemology (ways of knowing), and ontology (ways of being/existing). Praxis is the least developed area within the field of organization ethics. Differences between theoria and praxis are considered within the context of Kohlberg-Gilligan developmental ethics where part of the controversy may be (...)
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  • Hong Kong's Code of Ethics Initiative: Some Differences Between Theory and Practice. [REVIEW]Robin S. Snell & Neil C. Herndon - 2004 - Journal of Business Ethics 51 (1):75-89.
    Although detailed studies of code adoption and impact have already been conducted in Hong Kong, there has as yet been no critical analysis of why there has been a gap between the normative and positive factors underlying codes of ethics in Hong Kong. The purpose of this paper is to consider why Hong Kong companies adopting codes of ethics have failed to adhere closely to the best practice prescriptions for code adoption when it would likely be in their best interests (...)
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  • Ethical Leaders: An Essay About Being in Love. [REVIEW]James M. Kouzes & Barry Z. Posner - 1992 - Journal of Business Ethics 11 (5-6):479-484.
    What it means to be an ethical leader is the focus of this paper. Leadership is more than an affair of the head, but fundamentally also one of the heart. Leaders are in love. Four essential and practical considerations are presented for discovering, developing, and using this perspective.
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