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Daniel R. Gilbert [60]Daniel R. Gilbert Jr [1]
  1. Corporate Strategy and the Search for Ethics.R. Edward Freeman & Daniel R. Gilbert - 1992 - Journal of Business Ethics 11 (7):514-554.
  2.  98
    Values and the foundations of strategic management.R. Edward Freeman, Daniel R. Gilbert & Edwin Hartman - 1988 - Journal of Business Ethics 7 (11):821 - 834.
    The purpose of this paper is to analyze the role of values in strategic management. We discuss recent criticisms of the concept of strategy and argue that the concept of value helps reconcile these criticisms with traditional models of strategy. We show that Andrews' model of corporate strategy rightly takes morally significant values to be essential to effective management. We show how the notion of value can be clarified and used in research into various conceptions of corporate morality.
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  3.  54
    Corporate strategy and ethics.Daniel R. Gilbert - 1986 - Journal of Business Ethics 5 (2):137 - 150.
    Corporate Strategy has emerged as a central metaphor for private-sector enterprise. Given inherent imperfections in markets, one important question to consider is how well the practice of Corporate Strategy contributes to social welfare. An account of the implicit morality of free markets is developed as a standard against which two particular, second best solutions to market imperfections — namely, American federal antitrust policy and Corporate Strategy — are compared. Corporate Strategy is subsequently evaluated in terms of the fundamental principles of (...)
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  4.  11
    An Extraordinary Concept in the Ordinary Service of Management.Daniel R. Gilbert - 2001 - Business Ethics Quarterly 11 (1):1-9.
    The papers by Mele, Randels, and Schrag call attention to the proper work that the concept of loyalty can perform. All threeauthors argue that loyalty is not taken seriously enough in modern corporations. As Mele, Randels, and Schrag independently ascribespecial status to the concept of loyalty, their analyses converge along numerous conceptual margins. Along these margins, a singularconception of loyalty comes into focus. Along these margins, we can see Simultaneously why each author assigns extraordinary status to loyalty and why, ironically, (...)
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  5.  89
    The ethics of greenmail.R. Edward Freeman, Daniel R. Gilbert & Carol Jacobson - 1987 - Journal of Business Ethics 6 (3):165 - 178.
    In the contemporary flurry of hostile corporate takeover activity, the ethics of the practice of greenmail have been called into question. The authors provide an account of greenmail in parallel with Daniel Ellsberg's conception of blackmail, as consisting of two conditions: a threat condition and a compliance condition.The analysis then proceeds to consider two questions: Is all greenmail morally wrong? Are all hostile takeovers morally wrong? The authors conclude that there is no basis for answering either question in the affirmative. (...)
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  6.  17
    Respect for Persons, Management Theory, and Business Ethics.Daniel R. Gilbert - 1991 - The Ruffin Series in Business Ethics:111-120.
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  7.  29
    A Critique and A Retrieval of Management and the Humanities.Daniel R. Gilbert - 1997 - Journal of Business Ethics 16 (1):23-35.
    The use of literature, and other sources from the humanities, in management education has become more prominent in recent years. But, there is reason to question the ethical justifications by which the marriage of Management and the Humanities is customarily defended. This paper is a critique of Management and the Humanities as it is practiced through the use of literature. By means of a liberal pragmatist kind of criticism, and a case analysis about a hypothetical Grand Theory of Management called (...)
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  8.  5
    Management and Four Stakeholder Politics Corporate Reengineering as a Crossroads Case.Daniel R. Gilbert - 1995 - Business and Society 34 (1):90-97.
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  9.  39
    A critique and a retrieval of management and the humanities.Daniel R. Gilbert - 1997 - Journal of Business Ethics 16 (1):23 - 35.
    The use of literature, and other sources from the humanities, in management education has become more prominent in recent years. But, there is reason to question the ethical justifications by which the marriage of Management and the Humanities is customarily defended. This paper is a critique of Management and the Humanities as it is practiced through the use of literature. By means of a liberal pragmatist kind of criticism, and a case analysis about a hypothetical Grand Theory of Management called (...)
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  10.  29
    A Comparative Critique About the Human Decision Assumption.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:151-154.
  11.  5
    A Closing Comment.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:181-181.
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  12.  13
    A Comparative Critique About the Interrelationship Assumption.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:155-159.
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  13.  19
    A Comparative Critique About the Advantage Assumption.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:159-164.
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  14.  23
    A Closing Self-Critical Comment.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:116-117.
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  15.  10
    A Different Question.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:4-5.
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  16.  17
    A Genre About Strategy Through Process.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:55-57.
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  17.  19
    A Genre About Persons, Strategy, and Justice.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:118-119.
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  18.  32
    An Interpretive Venture Toward Dawn.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:167-168.
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  19.  11
    A Justification for My Group of Twelve.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:68-73.
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  20.  16
    A Justification for Strategy Through Process.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:96-116.
  21.  8
    A Justification for This Book.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:50-53.
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  22.  19
    Autonomy, Persons, and Justice.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:119-125.
  23.  60
    Conclusion.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:145-146.
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  24.  23
    Conventions, Autonomy, and Purposeful Action.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:171-176.
  25.  12
    Creating Research Stories.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:43-50.
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  26.  12
    Double Entendre for Strategy Through Process.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:164-165.
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  27.  21
    Four Short Stories About Autonomy.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:125-131.
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  28.  49
    Humanism and Pragmatist Research.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:32-36.
  29.  18
    If a Strategy Is So Important, How Does a Firm Acquire One?Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:74-81.
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  30.  20
    Living in a Managed World.Daniel R. Gilbert - 2010 - Philosophy of Management 9 (2):99-124.
    The folklore of Groundhog Day is an invitation to reflect on continuity, choice, and reinvention in our daily lives. Groundhog Day is an annual opportunity to imagine how the future could unfold as a straightforward extension of what we are doing today in one another’s company, or as a departure from the typical course of our joined endeavors. The joined endeavor at issue in this paper is the act of justifying inclusion of the study of managerial practice, commonly called Management, (...)
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  31.  16
    Nietzsehe, Twilight, and Strategic Management Research.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:6-14.
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  32.  13
    One Premise, Two Genres, and a Comparative Showdown.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:18-23.
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  33.  29
    Persons and Purposes.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:131-134.
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  34.  24
    Purpose and the Hopeful Promise of Corporate Strategy.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:14-17.
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  35.  18
    Persons, Projects, and Enduring Relationships.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:134-139.
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  36.  14
    Persons, Projects, Contracts, and Self-Constraint.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:139-144.
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  37.  22
    Research Hurdles and Research Opportunities.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:36-43.
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  38.  8
    Reprise on Strategy & Justice as a Humanist Commentary.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:168-169.
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  39.  28
    Research, Stories, and Strategic Management Research.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:29-31.
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  40.  25
    Summary and Implications.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:23-28.
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  41.  18
    Strategy & Justice and the Concept of Convention.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:169-171.
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  42.  29
    Strategic Management Research, Nietzsche, and a Different Question.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:3-4.
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  43.  19
    Strategic Management Research Beyond Mankind.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:17-18.
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  44.  5
    Setting Our Sights On Sites.Daniel R. Gilbert - 2009 - Journal for Peace and Justice Studies 19 (2):58-85.
    Competition, an experience that human beings construct, is also a challenging concept to teach in a liberal education curriculum. Liberal education is, among other things, a celebration of what imaginative human beings can accomplish together with their differences and their common ground in sight. It is not self-evident, however, that such an ethic of connection, tolerance, and civility canencompass competition. Competition often unfolds as a divisive human experience. Divisiveness among certain human interests is a bedrock premise in the disciplines of (...)
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  45.  15
    Strategy Through Process and the Problem of Strategic Management.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:82-96.
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  46.  14
    The Concept of Strategy According to Strategy & Justice.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:144-145.
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  47.  12
    Twilight for Strategy Through Process.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:147-149.
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  48.  10
    The Line of Argument.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:31-32.
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  49.  25
    Terms of Comparison in Twilight.Daniel R. Gilbert - 1992 - The Ruffin Series in Business Ethics:149-151.
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  50.  22
    The Prisoner's Dilemma and the Prisoners of the Prisoner's Dilemma.Daniel R. Gilbert - 1996 - Business Ethics Quarterly 6 (2):165-178.
    The Prisoner's Dilemma is a popular device used by researchers to analyze such institutions as business and the modern corporation. This popularity is not deserved under a certain condition that is widespread in college education. If we, as management educators, take seriously our parts in preparing our students to participate in the institutions of a democratic society, then the Prisoner's Dilemma—as clever a rhetorical device as it is—is an unacceptable means to that end. By posing certain questions about the prisoners (...)
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