The „One Health” Concept, the Result of the Application of Bio - Economic and Ethical Management in the Development of a Business in the Fisheries Sector

Bio-economic and ethical management in the development of a business in the fisheries sector in the context of a “One Health” aims to implement the objectives of the Europe 2020 Strategy in terms of exploiting the potential of aquaculture in Romania and the European Union. Aquaculture plays an important role both in Romania and in the European Union in terms of developing a business in this sector, taking into account the ethical component but also the potential of food resources. In order to ensure an adequate level of health in the sector, it is necessary to ensure an adequate management that uses the potential of fishery resources in accordance with the objectives of food security and sustainable development of the European strategy.

Rereading the Mathnawi of Mawlana Jalal Al Din Rumi from the standpoint of ethics management in the public sector

It is widely believed that a virtuous state always commits to uphold and consistently implement ethical values. If ethics cannot be maintained in the public sector, it would drive unethical behaviors of public officials that ultimately damage the public reputation and cause nepotism, irregularities, waste of public resources, loss of lives and properties, etc. Meanwhile, implementing ethical values into practice for public sector management requires a systematical approach and policies. Since the culture of a nation also influences people's behaviors, thus the role of cultural values should be considered in the management of ethical values in the public sector. This study examines the masterpiece work of Mawlana Jalal al-Din Rumi, The Mathnawi, as an example of a cultural resource. This study has two main purposes: Firstly, it aims to raise awareness about the advice of Mawlana Jalaleddin Rumi regarding the essentials of ethical management in the public sector through Mathnawi. The second aim is to encourage readers to analyze and evaluate their own cultural resources to understand and implement the ethical management philosophies they envisage through a systematic perspective. This study argues that the core elements of Mathnawi with supporting local cultural values can play a crucial role in strengthening the practice of ethical management in public sector organizations. Therefore, it can be said that Mathnawi includes advice regarding the key essentials of ethics management.

The Role of Corporate Ethical Management on Trade Relationship Trust and Commitment: B2B

This study investigated whether three components of ethical management—awareness, operation, and practice—have a positive effect on corporate trust and relationship commitment in business-to-business (B2B) transactions. The study examined whether the trust formed in transactions, or relationship commitment, affects the establishment of long-term oriented relationships between companies. Further, it also aimed to determine the extent to which the authenticity of ethical management serves as a moderator that allows ethical management to influence outcome variables. The study’s sample comprised personnel (top management, management, and staff) from small- and medium-sized companies that transact with companies that mainly conduct B2B transactions. An empirical analysis was performed using data from 1323 returned questionnaires. Structural equation modeling was performed to test the hypotheses. The results showed that authenticity and the corporate ethical management components did not have moderating effects when they affected trust; however, in relationship commitment or a long-term oriented relationship, authenticity has a moderating effect when trust and commitment affect the long-term oriented relationship. This study’s empirical results contribute valuable data to the literature, as it is based on a survey conducted on actual personnel members of companies in B2B relationships.

The influence of business ethics and community outreach on faculty engagement: the mediating effect of legitimacy in higher education

PurposeThe aim of this paper is to measure the effects of universities' ethical management and positive impact on society affect the faculty engagement through the mediating effect of organizational legitimacy.Design/methodology/approachEngaged employees are characterized by better performance, increased productivity and by generating higher customer loyalty as well greater economic profit. The commitment to the organization they work for is affected by internal and external inputs. Among these, business ethics and corporate community outreach are key factors for improving employee engagement. The authors developed a survey that was distributed to professors of Spanish universities. To treat the data and test the proposed hypotheses, the authors applied structural equations through PLS-SEM.FindingsThis research contributes to the organizational management field literature and advises university administrators to adopt an ethical management style based on information transparency, accountability and faculty member involvement in the decision-making process in order to improve their engagement and, therefore, increasing student satisfaction, academic results and positive impact on the common good.Originality/valueThe novelty of the authors’ research stands in the inclusion of legitimacy as a mediation effect between business ethics and community outreach that affect employees' engagement and, specifically, faculty engagement.

Ethical Management of Artificial Intelligence

With artificial intelligence (AI) becoming increasingly capable of handling highly complex tasks, many AI-enabled products and services are granted a higher autonomy of decision-making, potentially exercising diverse influences on individuals and societies. While organizations and researchers have repeatedly shown the blessings of AI for humanity, serious AI-related abuses and incidents have raised pressing ethical concerns. Consequently, researchers from different disciplines widely acknowledge an ethical discourse on AI. However, managers—eager to spark ethical considerations throughout their organizations—receive limited support on how they may establish and manage AI ethics. Although research is concerned with technological-related ethics in organizations, research on the ethical management of AI is limited. Against this background, the goals of this article are to provide a starting point for research on AI-related ethical concerns and to highlight future research opportunities. We propose an ethical management of AI (EMMA) framework, focusing on three perspectives: managerial decision making, ethical considerations, and macro- as well as micro-environmental dimensions. With the EMMA framework, we provide researchers with a starting point to address the managing the ethical aspects of AI.

Taking it to the bank: the ethical management of individual findings arising in secondary research

A rapidly growing proportion of health research uses ‘secondary data’: data used for purposes other than those for which it was originally collected. Do researchers using secondary data have an obligation to disclose individual research findings to participants? While the importance of this question has been duly recognised in the context of primary research (ie, where data are collected from participants directly), it remains largely unexamined in the context of research using secondary data. In this paper, we critically examine the arguments for a moral obligation to disclose individual research findings in the context of primary research, to determine if they can be applied to secondary research. We conclude that they cannot. We then propose that the nature of the relationship between researchers and participants is what gives rise to particular moral obligations, including the obligation to disclose individual results. We argue that the relationship between researchers and participants in secondary research does not generate an obligation to disclose. However, we also argue that the biobanks or data archives which collect and provide access to secondary data may have such an obligation, depending on the nature of the relationship they establish with participants.