Results for 'Management'

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  1. Knowledge Management Processes and Their Role in Achieving Competitive Advantage at Al-Quds Open University.Nader H. Abusharekh, Husam R. Ahmad, Samer M. Arqawi, Samy S. Abu Naser & Mazen J. Al Shobaki - 2019 - International Journal of Academic Accounting, Finance and Management Research (IJAAFMR) 3 (9):24-41.
    The study aimed to identify the knowledge management processes and their role in achieving competitive advantage at Al-Quds Open University. The study was based on the descriptive analytical method, and the study population consists of academic and administrative staff in each of the branches of Al-Quds Open University in (Tulkarm, Nablus and Jenin). The researchers selected a sample of the study population by the intentional non-probability method, the size of (70) employees. A questionnaire was prepared and supervised by a (...)
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  2. Understanding Management Gurus in a Week.Bob Norton, Cathy Smith & Institute of Management Britain) - 1998
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  3. Computerized Management Information Systems Resources and Their Relationship to the Development of Performance in the Electricity Distribution Company in Gaza.Samy S. Abu Naser & Mazen J. Al Shobaki - 2016 - EUROPEAN ACADEMIC RESEARCH 4 (8):6969-7002.
    This paper aims to identify computerized management information systems resources and their relationship to the development of performance in the Electricity Distribution Company in Gaza. This research used two dimensions. The first dimension is computerized management information systems and the second dimension the Development of Performance. The control sample was (063). (360) questioners were distributed and (306) were retrieved back with a percentage of (85%). Several statistical tools were used for data analysis and hypotheses testing, including reliability correlation (...)
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  4. Managing Business Ethics: Straight Talk About How to Do It Right.Linda Klebe Treviño - 2010 - Wiley.
    Machine generated contents note: Part I: Introduction to Business Ethics. -- Chapter 1: Overview of Business Ethics and This Book. -- Part II: Business Ethics and the Individual. -- Chapter 2: Deciding What's Right - A Prescriptive Approach. -- Chapter 3: Common Ethical Problems. -- Chapter 4: Deciding What's Right - A Psychological Approach. -- Chapter 5: Finding Your Moral Voice. -- Part III: Business Ethics and the Organization. -- Chapter 6: Ethics as Organizational Culture. -- Chapter 7: Managing Ethics (...)
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  5.  4
    Humanistic Management: Protecting Dignity and Promoting Well-Being.Michael Pirson - 2017 - Cambridge University Press.
    In a world facing multiple crises, our foundational institutions are failing to offer effective solutions. Drawing on the emerging consilience of knowledge, Michael Pirson debunks the fundamental yet outdated assumptions of human nature that guide twentieth-century management theory and practice - as captured in the 'economistic' paradigm - and instead provides an urgently needed conceptual and practical 'humanistic' framework, based on the protection of human dignity and the promotion of well-being. By outlining the science-based pillars of this innovative system, (...)
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  6.  13
    Des conséquences d’une éthique de la gouvernance sur le management des risques majeurs.Majeurs Groupe de Recherche Management des Risques - 2002 - 4 (2).
    Le management des risques majeurs est un thème qui fait l’objet d’une attention grandissante de la part des décideurs comme de l’opinion publique et suscite l’intérêt d’un nombre toujours plus important de chercheurs. Il apparaît aujourd’hui essentiel de proposer un cadre intégrateur qui puisse contenir et agencer les différentes politiques publiques relevant du management des risques majeurs. La conceptualisation de principes intégrateurs n’est pas indépendante d’une éthique de la gouvernance, qui devrait nous aider à répondre à la question (...)
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  7. Knowledge Management Maturity in Universities and its Impact on Performance Excellence "Comparative Study".Samy S. Abu Naser, Mazen J. Al Shobaki & Youssef M. Abu Amuna - 2016 - Journal of Scientific and Engineering Research 3.
    The paper assesses Knowledge Management Maturity(KMM) in the universities to determine the impact of knowledge management on performance excellence. This study was applied on Al-Azhar University and Al-Quds Open University in Gaza strip, Palestine. This paper depends on Asian productivity organization model that used to assess KMM. Second dimension which assess performance excellence was developed by the authors. The controlled sample was (610). Several statistical tools were used for data analysis and hypotheses testing, including reliability Correlation using Cronbach’s (...)
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  8. Managers' Personal Values as Drivers of Corporate Social Responsibility.Christine A. Hemingway & Patrick W. Maclagan - 2004 - Journal of Business Ethics 50 (1):33-44.
    In this theoretical paper, motives for CSR are considered. An underlying assumption is that the commercial imperative is not the sole driver of CSR decision-making in private sector companies, but that the formal adoption and implementation of CSR by corporations could be associated with the changing personal values of individual managers. These values may find expression through the opportunity to exercise discretion, which may arise in various ways. It is suggested that in so far as CSR initiatives represent individuals' values, (...)
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  9.  12
    Management Ethics: Integrity at Work.Joseph A. Petrick & John F. Quinn - 1997 - SAGE.
    The primary objective of this textbook is to enhance and link ethics and management competence in planning, organizing, leading and controlling for superior management performance with integrity. It integrates the latest theories and tools in both descriptive and normative ethics into a practical framework which will improve managerial judgment in the handling of moral complexity at work, both in the private and public sectors.
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  10. Measuring Knowledge Management Maturity at HEI to Enhance Performance-an Empirical Study at Al-Azhar University in Palestine.Samy S. Abu Naser, Mazen J. Al Shobaki & Youssef M. Abu Amuna - 2016 - International Journal of Commerce and Management Research 2 (5):55-62.
    This paper aims to assess knowledge management maturity at HEI to determine the most effecting variables on knowledge management that enhance the total performance of the organization. This study was applied on Al-Azhar University in Gaza strip, Palestine. This paper depends on Asian productivity organization model that used to assess KM maturity. Second dimension assess high performance was developed by the authors. The controlled sample was (364). Several statistical tools were used for data analysis and hypotheses testing, including (...)
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  11. Management Research and Religion: A Citation Analysis. [REVIEW]Katherine Gundolf & Matthias Filser - 2013 - Journal of Business Ethics 112 (1):177-185.
    Research on management with regard to religion became a growing field of interest in the last decades. Nevertheless, the impact of religion on actor's economic behavior is also an old research topic, as the writings of Max Weber (The protestant ethic and the spirit of capitalism, Allen and Unwin, London, 1930) underline. The purpose of this contribution is to highlight the developments of this topic and to guide scholars to identify possible gaps. The structuring and investigation on this topic (...)
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  12.  35
    Managing Social-Business Tensions: A Review and Research Agenda for Social Enterprise.Wendy K. Smith, Michael Gonin & Marya L. Besharov - 2013 - Business Ethics Quarterly 23 (3):407-442.
    In a world filled with poverty, environmental degradation, and moral injustice, social enterprises offer a ray of hope. These organizations seek to achieve social missions through business ventures. Yet social missions and business ventures are associated with divergent goals, values, norms, and identities. Attending to them simultaneously creates tensions, competing demands, and ethical dilemmas. Effectively understanding social enterprises therefore depends on insight into the nature and management of these tensions. While existing research recognizes tensions between social missions and business (...)
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  13.  91
    Management and Morality: A Developmental Perspective.Patrick Maclagan - 1998 - Sage Publications.
    Management and Morality provides a comprehensive and accessible overview of the moral and ethical dimension to organizational and individual behavior, while adding an original, developmental perceptive. Management and Morality combines organizational theory and behavior with approaches to organizational and individual development. The first two sections of the book, Ethical Thinking and Management Practice, and Moral Issues in Organizations, provide a clear and thorough coverage of these areas relevant to ethical behavior in and of organizations. On this basis, (...)
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  14.  33
    Managing Social-Business Tensions: A Review and Research Agenda for Social Enterprise.Wendy K. Smith, Michael Gonin & Marya L. Besharov - 2013 - Business Ethics Quarterly 23 (3):407-442.
    In a world filled with poverty, environmental degradation, and moral injustice, social enterprises offer a ray of hope. These organizations seek to achieve social missions through business ventures. Yet social missions and business ventures are associated with divergent goals, values, norms, and identities. Attending to them simultaneously creates tensions, competing demands, and ethical dilemmas. Effectively understanding social enterprises therefore depends on insight into the nature and management of these tensions. While existing research recognizes tensions between social missions and business (...)
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  15.  43
    Managing Ethics in Business Organizations: Social Scientific Perspectives.Linda Klebe Treviño - 2003 - Stanford Business Books.
    This book broadens the range of theoretically informed empirical research on business ethics (using data from major American corporations) and addresses the underlying questions about business ethics scholarship. It culminates a decade’s work by the authors—individually, jointly, and with others. The first part of the book addresses the major theoretical questions involved in doing empirical research about normative issues. It addresses the boundaries—methodological, conceptual, and institutional—that too easily separate philosophical and social scientific approaches to business ethics and reviews various ways (...)
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  16.  64
    Managing Incidental Findings in Human Subjects Research: Analysis and Recommendations.Susan M. Wolf, Frances P. Lawrenz, Charles A. Nelson, Jeffrey P. Kahn, Mildred K. Cho, Ellen Wright Clayton, Joel G. Fletcher, Michael K. Georgieff, Dale Hammerschmidt, Kathy Hudson, Judy Illes, Vivek Kapur, Moira A. Keane, Barbara A. Koenig, Bonnie S. LeRoy, Elizabeth G. McFarland, Jordan Paradise, Lisa S. Parker, Sharon F. Terry, Brian Van Ness & Benjamin S. Wilfond - 2008 - Journal of Law, Medicine and Ethics 36 (2):219-248.
    No consensus yet exists on how to handle incidental fnd-ings in human subjects research. Yet empirical studies document IFs in a wide range of research studies, where IFs are fndings beyond the aims of the study that are of potential health or reproductive importance to the individual research participant. This paper reports recommendations of a two-year project group funded by NIH to study how to manage IFs in genetic and genomic research, as well as imaging research. We conclude that researchers (...)
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  17.  17
    Managing Algorithmic Accountability: Balancing Reputational Concerns, Engagement Strategies, and the Potential of Rational Discourse.Alexander Buhmann, Johannes Paßmann & Christian Fieseler - 2020 - Journal of Business Ethics 163 (2):265-280.
    While organizations today make extensive use of complex algorithms, the notion of algorithmic accountability remains an elusive ideal due to the opacity and fluidity of algorithms. In this article, we develop a framework for managing algorithmic accountability that highlights three interrelated dimensions: reputational concerns, engagement strategies, and discourse principles. The framework clarifies that accountability processes for algorithms are driven by reputational concerns about the epistemic setup, opacity, and outcomes of algorithms; that the way in which organizations practically engage with emergent (...)
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  18.  88
    Management Ethics.Norman E. Bowie - 2004 - Blackwell.
    My station and its duties : the function of being a manager -- Stockholder management or stakeholder management -- The ethical treatment of employees -- The ethical treatment of customers -- Supply chain management and other issues -- Corporate social responsibility -- Moral imagination, stakeholder theory and systems thinking : one approach to management decision-making -- Leadership.
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  19.  40
    Managers' Perception of Proper Ethical Conduct: The Effect of Sex, Age, and Level of Education. [REVIEW]Satish P. Deshpande - 1997 - Journal of Business Ethics 16 (1):79-85.
    This study examined the impact of sex, age, and level of education on the perception of various business practices by managers of a large non-profit organization. Female managers perceived the acceptance of gifts and favors in exchange for preferential treatment significantly more unethical than male managers. Older managers (40 plus) perceived five practices significantly more unethical than younger managers (giving gifts/favors in exchange for preferential treatment, divulging confidential information, concealing ones error, falsifying reports, and calling in sick to take a (...)
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  20. Why Managers Fail to Do the Right Thing: An Empirical Study of Unethical and Illegal Conduct.N. Craig Smith, Sally S. Simpson & Chun-yao Huang - 2007 - Business Ethics Quarterly 17 (4):633-667.
    We combine prior research on ethical decision-making in organizations with a rational choice theory of corporate crime from criminology to develop a model of corporate offending that is tested with a sample of U.S. managers. Despite demands for increased sanctioning of corporate offenders, we find that the threat of legal action does not directly affect the likelihood of misconduct. Managers’ evaluations of the ethics of the act, measured using a multidimensional ethics scale, have a significant effect, as do outcome expectancies (...)
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  21. Diversity Management: A New Organizational Paradigm. [REVIEW]Jacqueline A. Gilbert, Bette Ann Stead & John M. Ivancevich - 1999 - Journal of Business Ethics 21 (1):61 - 76.
    Currently, an increasing number of organizations are attempting to enhance inclusiveness of under represented individuals through proactive efforts to manage their diversity. In this article, we define diversity management against the backdrop of its predecessor, affirmative action. Next, selected examples of organizations that have experienced specific positive bottom line results from diversity management strategies are discussed. The present paper also provides a conceptual model to examine antecedents and consequences of effective diversity management. Additional research areas identified from (...)
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  22.  60
    Ghost Management: How Much of the Medical Literature is Shaped Behind the Scenes by the Pharmaceutical Industry?Sergio Sismondo - manuscript
    Anecdotes have shown that some articles on profitable drugs are constructed by and shepherded through publication by pharmaceutical companies and their agents, whose influence is largely invisible to readers. This is ghost-management, the substantial but unrecognized research, analysis, writing, editing and/or facilitation behind publication. Publicly available documents suggest that these practices extremely widespread affecting up to 40% of clinical trial reports in key periods but it has been unclear how representative these documents are. This article presents the results of (...)
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  23.  17
    Ethics, Management, and Mythology: Rational Decision Making for Health Service Professionals.Michael Loughlin - 2002 - Radcliffe Medical Press.
    Chapter 1 Who this book is for and who it is not for1 There are already too many books offering solutions to the problems of the health service. ...
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  24. Risk Management, Real Options, Corporate Social Responsibility.Bryan W. Husted - 2005 - Journal of Business Ethics 60 (2):175-183.
    The relationship of corporate social responsibility to risk management has been treated sporadically in the business society literature. Using real options theory, I develop the notion of corporate social responsibility as a real option its implications for risk management. Real options theory allows for a strategic view of corporate social responsibility. Specifically, real options theory suggests that corporate social responsibility should be negatively related to the firm’s ex ante downside business risk.
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  25. Managing Informal Mathematical Knowledge: Techniques From Informal Logic.Andrew Aberdein - 2006 - Lecture Notes in Artificial Intelligence 4108:208--221.
    Much work in MKM depends on the application of formal logic to mathematics. However, much mathematical knowledge is informal. Luckily, formal logic only represents one tradition in logic, specifically the modeling of inference in terms of logical form. Many inferences cannot be captured in this manner. The study of such inferences is still within the domain of logic, and is sometimes called informal logic. This paper explores some of the benefits informal logic may have for the management of informal (...)
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  26.  74
    Managing Global Supply Chain: The Sports Footwear, Apparel and Retail Sectors.Ivanka Mamic - 2005 - Journal of Business Ethics 59 (1-2):81-100.
    Amongst a backdrop of debate regarding Codes of Conduct and their raison d’etre this paper provides a detailed summary of the management systems used by multinational enterprises in the Code implementation process. It puts forth a framework for analysis based on the elements of – the creation of a vision, the development of understanding and ability, integration into operations and feedback, improvement and remediation – and then applies it across the sports footwear, apparel and retail sectors in order to (...)
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  27.  20
    Critical Management Studies and Business Ethics: A Synthesis and Three Research Trajectories for the Coming Decade. [REVIEW]Ajnesh Prasad & Albert J. Mills - 2010 - Journal of Business Ethics 94 (S2):227 - 237.
    Critical management studies (CMS) has emerged as an influential paradigm for organization and management researchers in the last three decades. While various strands of CMS have been adopted to conceptualize or empirically investigate a myriad of organizational phenomena, researchers in the field have yet to substantively apply this paradigm to the study of business ethics. This is unfortunate inasmuch as CMS potentially offers important analytical tools from which to address a range of germane issues pertaining to business ethics. (...)
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  28.  73
    Managing Relationships with Environmental Stakeholders: A Study of U.K. Water and Electricity Utilities. [REVIEW]Brian Harvey & Anja Schaefer - 2001 - Journal of Business Ethics 30 (3):243 - 260.
    In this paper we report a study of the approach of six U.K. water and electricity companies towards managing the relationship with their ''green'' stakeholders. Stakeholders are accorded increasing importance in political discourse and stakeholder theory is emerging as a promising framework for the analysis of corporate social performance.We studied the companies'' general approach towards green stakeholders, their dealings with specific stakeholder groups and whether they emphasised the consultation or the information aspect of stakeholder management. We found that none (...)
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  29. Assessing Managers' Ethical Decision-Making: An Objective Measure of Managerial Moral Judgment. [REVIEW]Greg E. Loviscky, Linda K. Treviño & Rick R. Jacobs - 2007 - Journal of Business Ethics 73 (3):263 - 285.
    Recent allegations of unethical decision-making by leaders in prominent business organizations have jeopardized the world’s confidence in American business. The purpose of this research was to develop a measure of managerial moral judgment that can be used in future research and managerial assessment. The measure was patterned after the Defining Issues Test, a widely used general measure of moral judgment. With content validity as the goal, we aimed to sample the domain of managerial ethical situations by establishing links to dimensions (...)
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  30.  79
    Managers and Moral Dissonance: Self Justification as a Big Threat to Ethical Management[REVIEW]Jonathan Lowell - 2012 - Journal of Business Ethics 105 (1):17-25.
    This article discusses the implications of moral dissonance for managers, and how dissonance induced self justification can create an amplifying feedback loop and downward spiral of immoral behaviour. After addressing the nature of moral dissonance, including the difference between moral and hedonistic dissonance, the writer then focuses on dissonance reduction strategies available to managers such as rationalization, self affirmation, self justification, etc. It is noted that there is a considerable literature which views the organization as a potentially corrupting institution and (...)
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  31.  10
    Algorithmic Management in a Work Context.Will Sutherland, Eliscia Kinder, Christine T. Wolf, Min Kyung Lee, Gemma Newlands & Mohammad Hossein Jarrahi - 2021 - Big Data and Society 8 (2).
    The rapid development of machine-learning algorithms, which underpin contemporary artificial intelligence systems, has created new opportunities for the automation of work processes and management functions. While algorithmic management has been observed primarily within the platform-mediated gig economy, its transformative reach and consequences are also spreading to more standard work settings. Exploring algorithmic management as a sociotechnical concept, which reflects both technological infrastructures and organizational choices, we discuss how algorithmic management may influence existing power and social structures (...)
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  32.  28
    Management as a Domain-Relative Practice That Requires and Develops Practical Wisdom.Gregory R. Beabout - 2012 - Business Ethics Quarterly 22 (2):405-432.
    Although Alasdair MacIntyre has criticized both the market economy and applied ethics, his writing has generated significant discussion within the literature of business ethics and organizational studies. In this paper, I extend this conversation by proposing the use of MacIntyre’s account of the virtues to conceive of management as a domain-relative practice that requires and develops practical wisdom. I proceed in four steps. First, I explain MacIntyre’s account of the virtues in light of his definition of a “practice.” Second, (...)
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  33.  76
    Risk Management Principles for Nanotechnology.Gary E. Marchant, Douglas J. Sylvester & Kenneth W. Abbott - 2008 - NanoEthics 2 (1):43-60.
    Risk management of nanotechnology is challenged by the enormous uncertainties about the risks, benefits, properties, and future direction of nanotechnology applications. Because of these uncertainties, traditional risk management principles such as acceptable risk, cost–benefit analysis, and feasibility are unworkable, as is the newest risk management principle, the precautionary principle. Yet, simply waiting for these uncertainties to be resolved before undertaking risk management efforts would not be prudent, in part because of the growing public concerns about nanotechnology (...)
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  34. Women, Management and Globalization in the Middle East.Beverly Dawn Metcalfe - 2008 - Journal of Business Ethics 83 (1):85-100.
    This paper provides new theoretical insights into the interconnections and relationships between women, management and globalization in the Middle East (ME). The discussion is positioned within broader globalization debates about women’s social status in ME economies. Based on case study evidence and the UN datasets, the article critiques social, cultural and economic reasons for women’s limited advancement in the public sphere. These include the prevalence of the patriarchal work contract within public and private institutions, as well as cultural and (...)
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  35.  38
    Managing CSR Stakeholder Engagement: A New Conceptual Framework. [REVIEW]Linda O’Riordan & Jenny Fairbrass - 2014 - Journal of Business Ethics 125 (1):1-25.
    As concepts of corporate social responsibility (CSR) continue to evolve, the predicament facing CSR managers when attempting to balance the differing interests of various stakeholders remains a persistent management challenge. A review of the extensive literature in this field reveals that the conceptualisation of corporate approaches to responsible stakeholder management remains underdeveloped. In particular, CSR practices within the specific context of the pharmaceutical industry, a sector which particularly dramatically depicts the stakeholder management dilemmas faced by business managers, (...)
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  36.  65
    Managing Ethically Cultural Diversity: Learning From Thomas Aquinas.João César das Neves & Domènec Melé - 2013 - Journal of Business Ethics 116 (4):769-780.
    Cultural diversity is an inescapable reality and a concern in many businesses where it can often raise ethical questions and dilemmas. This paper aims to offer suggestions to certain problems facing managers in dealing with cultural diversity through the inspiration of Thomas Aquinas. Although he may be perceived as a voice from the distant past, we can still find in his writings helpful and original ideas and criteria. He welcomes cultural differences as a part of the perfection of the universe. (...)
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  37.  44
    Managing Ethical Difficulties in Healthcare: Communicating in Inter-Professional Clinical Ethics Support Sessions.Catarina Fischer Grönlund, Vera Dahlqvist, Karin Zingmark, Mikael Sandlund & Anna Söderberg - 2016 - HEC Forum 28 (4):321-338.
    Several studies show that healthcare professionals need to communicate inter-professionally in order to manage ethical difficulties. A model of clinical ethics support inspired by Habermas’ theory of discourse ethics has been developed by our research group. In this version of CES sessions healthcare professionals meet inter-professionally to communicate and reflect on ethical difficulties in a cooperative manner with the aim of reaching communicative agreement or reflective consensus. In order to understand the course of action during CES, the aim of this (...)
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  38.  77
    Stakeholder Management, Reciprocity and Stakeholder Responsibility.Yves Fassin - 2012 - Journal of Business Ethics 109 (1):83-96.
    Stakeholder theory advocates that firms bear responsibility for the implications of their actions. However, while a firm affects or can affect stakeholders, stakeholders can also affect the corporation. Previous stakeholder theorising has neglected the reciprocal nature of responsibility. The question can be asked whether—in a spirit of reciprocity, loyalty and fairness—stakeholders should treat the corporation in a fair and responsible way. This study based on different definitions of stakeholders argues that various stakeholder attributes differ for different categories of stakeholders. This (...)
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  39. Management Students’ Attitudes Toward Business Ethics: A Comparison Between France and Romania.Daniel Bageac, Olivier Furrer & Emmanuelle Reynaud - 2011 - Journal of Business Ethics 98 (3):391-406.
    This study focuses on the differences in the perception of business ethics across two groups of management students from France and Romania (n = 220). Data was collected via the ATBEQ to measure preferences for three business philosophies: Machiavellianism, Social Darwinism, and Moral Objectivism. The results show that Romanian students present more favorable attitudes toward Machiavellianism than French students; whereas, French students valued Social Darwinism and Moral Objectivism more highly. For Machiavellianism and Moral Objectivism the results are consistent with (...)
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  40.  50
    Top Management Ethical Leadership and Firm Performance: Mediating Role of Ethical and Procedural Justice Climate.Yuhyung Shin, Sun Young Sung, Jin Nam Choi & Min Soo Kim - 2015 - Journal of Business Ethics 129 (1):43-57.
    Despite the prevailing discourses on the importance of top management ethical leadership, related theoretical and empirical developments are lacking. Drawing on institutional theory, we propose that top management ethical leadership contributes to organizational outcomes by promoting firm-level ethical and procedural justice climates. This theoretical framework was empirically tested using multi-source data obtained from 4,468 employees of 147 Korean companies from various industries. The firm-level analysis shows that top management ethical leadership significantly predicts ethical climate, which then results (...)
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  41.  26
    Management-Science and Business-Ethics.Alan E. Singer & M. S. Singer - 1997 - Journal of Business Ethics 16 (4):385-395.
    Many leading management scientists have advocated ethicalism: the incorporation of social and ethical concerns into traditional "rational" OR-MS techniques and management decisions. In fact, elementary forms of decision analysis can readily be augmented, using ethical theory, in ways that sweep in ethical issues. In addition, alternative conceptual models of Decision-Analysis, Game-Theory and Optimality are now available, all of which have brought OR-MS and Business-Ethics into a closer alignment.
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  42.  63
    Managers' Moral Decision-Making Patterns Over Time: A Multidimensional Approach. [REVIEW]Johanna Kujala, Anna-Maija Lämsä & Katriina Penttilä - 2011 - Journal of Business Ethics 100 (2):191 - 207.
    Taking multidimensional ethics scale approach, this article describes an empirical survey of top managers' moral decision-making patterns and their change from 1994 to 2004 during morally problematic situations in the Finnish context. The survey questionnaire consisted of four moral dilemmas and a multidimensional scale with six ethical dimensions: justice, deontology, relativism, utilitarianism, egoism and female ethics. The managers evaluated their decision-making in the problems using the multidimensional ethics scale. Altogether 880 questionnaires were analysed statistically. It is concluded that relying on (...)
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  43.  95
    From Management Systems to Corporate Social Responsibility.Gerard I. J. M. Zwetsloot - 2003 - Journal of Business Ethics 44 (2-3):201-208.
    At the start of the 21st century, Corporate Social Responsibility seems to have great potential for innovating business practices with a positive impact on People, Planet and Profit. In this article the differences between the management systems approach of the nineties, and Corporate Social Responsibility are analysed. An analysis is structured around three business principles that are relevant for CSR and management systems: doing things right the first time, doing the right things, and continuous improvement and innovation. Basically (...)
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  44.  51
    Management of Social Issues in Supply Chains: A Literature Review Exploring Social Issues, Actions and Performance Outcomes.Sadaat Ali Yawar & Stefan Seuring - 2017 - Journal of Business Ethics 141 (3):621-643.
    The social dimension of sustainable development and its impact on supply chains have so far received less attention than the environmental dimension. The aim of the research is to explore the intersection between social issues, corporate social responsibility actions and performance outcomes. A structured literature review of social issues in supply chains is presented, analysing the research published so far in peer-reviewed publications. Linking CSR and supply chain management allows the exploration of strategies and performance outcomes with a focus (...)
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  45.  20
    Virtues, Managers and Business People: Finding a Place for MacIntyre in a Business Context. [REVIEW]David Dawson & Craig Bartholomew - 2003 - Journal of Business Ethics 48 (2):127 - 138.
    Critics point to four issues as presenting barriers to the use of virtue in the context of business. They focus on the relationship between management and practice, the potential for virtuous behaviour in a competitive environment, the ability to develop a reflexive critique of management that can be acted on, and the differentiation between work and wider social roles and people's propensity to take responsibility for them. In this paper we propose a solution to criticisms levelled at the (...)
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  46.  32
    Why Managers Fail to Do the Right Thing: An Empirical Study of Unethical and Illegal Conduct.N. Craig Smith, Sally S. Simpson & Chun-yao Huang - 2007 - Business Ethics Quarterly 17 (4):633-667.
    We combine prior research on ethical decision-making in organizations with a rational choice theory of corporate crime from criminology to develop a model of corporate offending that is tested with a sample of U.S. managers. Despite demands for increased sanctioning of corporate offenders, we find that the threat of legal action does not directly affect the likelihood of misconduct. Managers’ evaluations of the ethics of the act, measured using a multidimensional ethics scale, have a significant effect, as do outcome expectancies (...)
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  47.  21
    Assessing Managers’ Ethical Decision-Making: An Objective Measure of Managerial Moral Judgment.Greg E. Loviscky, Linda K. Treviño & Rick R. Jacobs - 2007 - Journal of Business Ethics 73 (3):263-285.
    Recent allegations of unethical decision-making by leaders in prominent business organizations have jeopardized the world's confidence in American business. The purpose of this research was to develop a measure of managerial moral judgment that can be used in future research and managerial assessment. The measure was patterned after the Defining Issues Test, a widely used general measure of moral judgment. With content validity as the goal, we aimed to sample the domain of managerial ethical situations by establishing links to dimensions (...)
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  48.  65
    Stakeholder Management Capability: A Discourse–Theoretical Approach.Abe Zakhem - 2008 - Journal of Business Ethics 79 (4):395-405.
    Since its inception, Stakeholder Management Capability (SMC) has constituted a powerful hermeneutic through which business organizations have understood and leveraged stakeholder relationships. On this model, achieving a high level of capability largely depends on managerial ability to effectively bargain with stakeholders and establish solidarity vis-à-vis the successful negotiation, implementation, and execution of "win–win" transactional exchanges. Against this account, it is rightly pointed out that a transactional explanation of stakeholder relationships, regarded by many as the bottom line for stakeholder (...), fails to provide managerial direction regarding how to resolve a variety of normative stakeholder claims that resist commoditization. In response to this issue, this paper has two overlapping goals. It seeks to elaborate a discourse theoretical approach to the problem by first drawing out Jurgen Habermas’ theory of communicative action and delineating the various types of rational discourse. Second, the paper attempts to present concrete implications for SMC relative to reshaping the contours of rational, process, and transactional analysis in light of central discourse theoretical conclusions. (shrink)
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  49.  22
    Management Ethics: Contemporary Contexts.Stewart Clegg & Carl Rhodes (eds.) - 2006 - Routledge.
    The purpose of this edited book is to provide new insight into the understanding of ethics as they relate to organization practice and managerial behavior in todays economy. It provides an overview and critique of ethics as it relates to key contemporary challenges and issues for organizations these include globalization, sustainability, consumerism, neo-liberalism, corporate collapses, leadership and corporate regulation. The book is organized around the core question: What are the ethics of organizing in todays institutional environment and what does this (...)
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  50.  96
    Stakeholder Management Theory: A Critical Theory Perspective.Darryl Reed - 1999 - Business Ethics Quarterly 9 (3):453-483.
    This article elaborates a normative Stakeholder Management Theory (SHMT) from a critical theory perspective. The paper argues that the normative theory elaborated by critical theorists such as Habermas exhibits important advantages over its rivals and that these advantages provide the basis for a theoretically more adequate version of SHMT. In the first section of the paper an account is given of normative theory from a critical theory perspective and its advantages over rival traditions. A key characteristic of the critical (...)
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