Organizational Ethics

2021 ◽  
pp. 166-193
Author(s):  
James S. Bowman ◽  
Jonathan P. West
Author(s):  
Geoff Moore

The purpose of the concluding chapter is to review and draw some conclusions from all that has been covered in previous chapters. To do so, it first summarizes the MacIntyrean virtue ethics approach, particularly at the individual level. It then reconsiders the organizational and managerial implications, drawing out some of the themes which have emerged from the various studies which have been explored particularly in Chapters 8 and 9. In doing so, the chapter considers a question which has been implicit in the discussions to this point: how feasible is all of this, particularly for organizations? In the light of that, it revisits the earlier critique of current approaches to organizational ethics (Corporate Social Responsibility and the stakeholder approach), before concluding.


2016 ◽  
Vol 46 ◽  
pp. S39-S42 ◽  
Author(s):  
Mary Naylor ◽  
Nancy Berlinger

1993 ◽  
Vol 3 (1) ◽  
pp. 27-44 ◽  
Author(s):  
Michael Metzger ◽  
Dan R. Dalton ◽  
John W. Hill

The United States Sentencing Commission’s guidelines for the sentencing of organizations found guilty of violating federal laws recently became effective. Dramatically increased penalties are possible under these gudelines, but so too is a substantial reduction in the penalties imposed on organizations that have an effective program in place to prevent and detect violations. This provides corporations with a tremendous new incentive in inaugurate organizational ethics audits both to avoid violations in the first instance and to reduce the penalty imposed in the event that a violation occurs. We argue, however, that there have always been very good reasons for organizations to conduct such audits, which emphasize the identification of the organizational factors that create incentives for unethical behavior. Corporate ethics programs initiated without reference to such factors cannot reasonably be expected to be effective in improving a company’s internal ethical environment.


1989 ◽  
Vol 15 (3-4) ◽  
pp. 90-101
Author(s):  
Joan M. Smith

2000 ◽  
Vol 10 (1) ◽  
pp. 189-201 ◽  
Author(s):  
Kenneth E. Goodpaster

Abstract:This paper explains and defends three basic propositions: (1) that our attitudes (particularly American attitudes) toward organizational ethics are conflicted at a fairly deep level; (2) that in response to this conflict in our attitudes, we often default to various counterfeits of conscience (non-moral systems that serve as surrogates for the role of conscience in organizational settings); and (3) that a better response (than relying on counterfeits) would be for leaders to foster a culture of ethical awareness in their organizations. Some practical suggestions are made about fostering such a culture, and a comparison is made between this late-20th-century response to the problem of counterfeits and the classic “naturalistic fallacy” identified in early-20th-century ethics by G. E. Moore.


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