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1. Business and Professional Ethics Journal: Volume > 33 > Issue: 2/3
John Dobson, Eleanor Helms Heroic Business ‘Ethics’
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This paper applies Alain Badiou’s ethic-of-truths to the context of business ethics. Business ethics is redefined as self-regarding, aspirational, and internal to a given firm. Firms are defined as sites. The event is a radical innovation experienced by a given firm. Ethics emerges as the challenge of fidelity to the truths engendered by the event.
2. Business and Professional Ethics Journal: Volume > 33 > Issue: 2/3
Katherina Glac, Dawn R. Elm, Kirsten Martin Areas of Privacy in Facebook: Expectations and Value
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Privacy issues surrounding the use of social media sites have been apparent over the past ten years. Use of such sites, particularly Facebook, has been increasing and recently business organizations have begun using Facebook as a means of connecting with potential customers or clients. This paper presents an empirical study of perceived privacy violations to examine factors that influence the expectations of privacy on Facebook. Results of the study suggest that the more important Facebook is to users, the more likely they are to perceive privacy violations and the more likely those violations are to be considered serious. Furthermore, how information is used is more important than the way this information is accessed.
3. Business and Professional Ethics Journal: Volume > 33 > Issue: 2/3
Steve Williams Do Corporations Go to Heaven When they Die?: Remarks from the Vincentian Business Ethics Conference, Corporate Plenary Session November 2013
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This paper consists of the text of a key-note address to the Vincentian Business Ethics Conference in Chicago in 2013. The content is substantially as delivered; some few ad hoc comments have been removed to preserve consistency of meaning in a printed text. The speech is presented by a senior executive of a number of FTSE listed firms. It offers his insights into the 2007 / 8 financial crisis and some retrospective interpretations of both ‘what’ happened and ‘how’ this changed things. These insights, and some clear criticisms, are complemented with his suggestions for a way to reconstruct business in society less unsustainably.
4. Business and Professional Ethics Journal: Volume > 33 > Issue: 2/3
David Bevan Debates and Reasoning in Business and Professional Ethics: An Appreciation of Steve Williams
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I am grateful to the Editors of for the opportunity to respond to the address given by Steve Williams at the Vincentian Conference of 2013, and published in the preceding pages. Mr. Williams takes the 2008 crisis of Western capitalism as his focus and offers at least two distinct narratives: in the first of these he outlines his experience of an extensive and complex professional, commercial world in . In a more extensive, second theme he offers some constructive suggestions as a means to recovering from this cataclysm and moving away those characteristics which he identifies as somehow causal. I will interpretively retrace Mr. Williams’s insights of the recent financial crisis. I will also comment on the challenges he outlines towards a resolution of this crisis. I draw on selected business and professional ethics positions, along with my personal experience of management practice and the pedagogy of business ethics in Western Management Schools. I delimit this appreciation of market capitalism as the systemic dominant social paradigm, the status quo.
special topic forum: business in extreme operating environments
5. Business and Professional Ethics Journal: Volume > 33 > Issue: 2/3
Christopher Michaelson, Virginia Gerde How to Live Without Certainty, Without Being Paralyzed by Hesitation: An Introduction to the Special Topic Forum on Extreme Operating Environments
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According to Bertrand Russell, philosophy should “teach how to live without certainty, and yet without being paralyzed by hesitation.” Recent natural and human-made disasters have confronted business leaders to act decisively without certainty in circumstances with profound implications for ethical well-being. This article introduces a Special Topic Forum on Extreme Operating Environments, defined as times of great uncertainty and/or crisis which challenge human capabilities, organizational operations, and social institutions.
6. Business and Professional Ethics Journal: Volume > 33 > Issue: 2/3
Manisha Singal, Richard E. Wokutch, Yaniv Poria, Michelle C. Hong Ethical Decision-making in Extreme Operating Environments: Kew Garden Principles and Strategic CSR in Three Service Industry Cases
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The business landscape today is characterized by looming global challenges like natural disasters, war, and industrial accidents throughout the world. However, there is limited research on describing how businesses operate and cope in extreme environments and whether principles of ethical decision-making can be used as guidelines in such situations. To address this gap we describe and analyze organizational and business responses to three different extreme environments, namely the fall 2012 Gaza conflict, Hurricane Katrina in New Orleans, and the so-called triple disasters (earthquake, tsunami, and nuclear meltdown) in Japan on March 11, 2011. We discuss moral issues surrounding helping one another with specific reference to criteria called the Kew Garden Principles (KGPs) and strategic corporate social responsibility (Strategic CSR). We conclude the paper with managerial and leadership implications for ethical decision-making in extreme situations.
7. Business and Professional Ethics Journal: Volume > 33 > Issue: 2/3
Suzanne Kathleen McCoskey The Firestone Tire & Rubber Company and Liberia’s Civil War: Evaluating Firestone’s Intent to Operate During Chaos
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In this paper the Firestone Tire & Rubber Company’s decision to continue rubber production during Liberia’s chaotic civil war is critically discussed. Evaluating whether this decision, in intent or execution, violated ethical norms for MNEs operating internationally is complicated by the fact that such norms seem not to exist. If as Windsor (2004) suggests such norms are only likely to be established through an evolutionary path then it should be asked whether Firestone’s experiences, and discussion thereof, have informed the development of norms in any meaningful way. It is argued here that conflicting conclusions about the meaning and morality of Firestone’s decisions have meant that the case study has contributed little in the way of meaningful norms for future decisions made by MNEs in conflict zones. Further it is argued that the underlying chaos of broad, violent conflict may make consensus around specific norms—and progress along the path to the development of norms—more laborious and fraught with difficulty than other policy arenas such as labor and environmental standards.
8. Business and Professional Ethics Journal: Volume > 33 > Issue: 2/3
Notes on Contributors
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