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This paper is designed to do three things while discussing the challenge of ethical behavior in organization. First, it discusses some reasons why unethical behavior occurs in organization. Secondly, the paper highlights the importance of organizational culture in establishing an ethical climate within an organization. Finally, the paper presents some suggestions for creating and maintaining an ethically-oriented culture. |
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This paper is designed to do three things while discussing the challenge of ethical behavior in organization. First, it discusses some reasons why unethical behavior occurs in organization. Secondly, the paper highlights the importance of organizational culture in establishing an ethical climate within an organization. Finally, the paper presents some suggestions for creating and maintaining an ethically-oriented culture. |
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In his formidable Transcritique: On Kant and Marx, Kojin Karatani endeavors to assert the critical potential of an in-between stance which he calls the “parallaxview”: when confronted with an antinomic stance, in the precise Kantian sense of the term, one should renounce all attempts to reduce one aspect to the other. One should, on the contrary, assert antinomy as irreducible, and conceive the point of radical critique not as a certain determinate position as opposed to another position, but as the (...) |
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In his formidable Transcritique: On Kant and Marx, Kojin Karatani endeavors to assert the critical potential of an in-between stance which he calls the “parallaxview”: when confronted with an antinomic stance, in the precise Kantian sense of the term, one should renounce all attempts to reduce one aspect to the other. One should, on the contrary, assert antinomy as irreducible, and conceive the point of radical critique not as a certain determinate position as opposed to another position, but as the (...) |
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In his formidable Transcritique: On Kant and Marx, Kojin Karatani endeavors to assert the critical potential of an in-between stance which he calls the “parallaxview”: when confronted with an antinomic stance, in the precise Kantian sense of the term, one should renounce all attempts to reduce one aspect to the other. One should, on the contrary, assert antinomy as irreducible, and conceive the point of radical critique not as a certain determinate position as opposed to another position, but as the (...) No categories |
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This article details the personal involvement of the author in the early stages of the infamous Pinto fire case. The paper first presents an insider account of the context and decision environment within which he failed to initiate an early recall of defective vehicles. A cognitive script analysis of the personal experience is then offered as an explanation of factors that led to a decision that now is commonly seen as a definitive study in unethical corporate behavior. The main analytical (...) |
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Drawing on a number of recent high-profile cases of corporate corruption, we develop a process model that explains the escalation of deception in corrupt firms. If undetected, an initial lie can begin a process whereby the ease, severity and pervasiveness of deception increases overtime so that it eventually becomes an organization level phenomenon. We propose that organizational complexity has an amplifying effect. A␣feedback loop between organization level deception and each of the escalation stages positively reinforces the process. In addition, moderators (...) |
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What is right in the corporation is not what is right in a man's home or in his church," a former vice-president of a large firm observes. "What is right in the corporation is what the guy above you wants from you." Such sentiments pervade American society, from corporate boardrooms to the basement of the White House. In Moral Mazes, Robert Jackall offers an eye-opening account of how corporate managers think the world works, and of how big organizations shape moral (...) |
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