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Displaying: 1-9 of 9 documents

1. Business and Professional Ethics Journal: Volume > 34 > Issue: 1
Marc-Charles Ingerson, Kristen Bell DeTienne, Edwin E. Gantt, Richard N. Williams Practicing the Healer’s Art: An Agentic-Relational Approach to Negotiation
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This article explores the prevailing assumption of instrumentalism in negotiation and argues that contrary to the popular conception in negotiation scholarship, negotiators need not be assumed to be ontologically individualistic or purely self-interested in their motivation and action. We show the contribution that can be made to the field by an approach to negotiation that does not presume a strong and inevitable self-interest as the fundamental starting point of any account of negotiation behavior and we offer ideas for an alternative starting point, which we call the agentic-relational model.
2. Business and Professional Ethics Journal: Volume > 34 > Issue: 1
Arieahn Matamonasa-Bennett Putting the Horse before Descartes: Native American Paradigms and Ethics in Equine-Assisted Therapies
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This article addresses the need for discourse and dialogue on ethics in the fields of Animal Assisted Therapy (AAT) in general and Equine-assisted Therapy (EAT) specifically. Utilizing animals as partners in a therapeutic process requires major cultural paradigm shifts regarding intelligence and emotion and consideration of the ethical implications for the care and agency of these animals. There is a paucity of literature and very little is known about the impact that therapy has on animals. This study suggests that this blind spot may be the result of the legacy of underlying, post-Christian, Western scientific beliefs about human-animal relationships. Practitioners in the field tend to fall into the broad categories of ‘utilitarians’ or ‘stewards’. The author, an EAT practitioner from Native American cultural healing tradition, offers suggestions on the ways in which Native American constructs about animals may provide valuable alternatives to commonly-held Western viewpoints creating opportunities for deeper, more authentic relationships, reciprocity and a greater understanding of horse-human relationships.
3. Business and Professional Ethics Journal: Volume > 34 > Issue: 1
Javier Pinto Garay The Concept of Work in a Common Good Theory of the Firm
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This article proposes a theory of the firm based on the concept of common good provided by the Aristotelic-Thomistic (A-T) and Catholic Social Thought (CST) traditions, with particular attention given to the concept of work. We argue that the incorporation of a concept of work, based on the A-T and CST traditions, provides a better understanding of the firm´s common good in terms of sociability, cooperation, personal fulfillment and friendship. In this manner, taking into account an A-T and CST concept of work, we provide a better understanding of different aspects in which the common good can be achieved within the firm.
4. Business and Professional Ethics Journal: Volume > 34 > Issue: 1
Katia Dupret Situated Techno-Ethics in Businesses
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The continuous inclusion of new technologies in organizations challenges business ethics and creates new problematics in work life. Managers in particular are challenged insofar as they must learn how to adapt general technological hardware to local organizational needs and work habits. Based on new empirical research conducted in Danish health care organizations, it investigates how managers experience technologies and how these experiences affect their professional ethics; it asks: a) What kinds of ethics do managers consider when using new technologies? b) How are these ethics negotiated? Using a techno-human practice approach—which takes into account both human and non-human entities as the basis of moral judgment—the new technologically-induced ethical dilemmas faced by managers are discussed. A typology of techno-ethics is introduced, which presents situated ways of engaging with technologies in businesses. By employing multiple ethics connected to the use of technologies in organizations might make managers more ethically responsible in decisions concerning technologies.
5. Business and Professional Ethics Journal: Volume > 34 > Issue: 1
Thomas A. Hemphill, Waheeda Lillevik The Global Economic Ethic Manifesto: A Retrospective
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The Global Economic Ethic Manifesto is a credo embodying a set of basic transcultural values aimed at encouraging ethical dealings by business enterprises. However, through analysis of documents and expert interviews, study findings reveal that there has been little adoption and/or implementation of the Ethic Manifesto since its celebrated United Nations launching in 2009. Only sixty-three signatories have signed on, consisting of a majority of individuals, and the remaining twenty-seven are primarily affiliated with European business enterprises. Our study recommendations include tighter integration of the Ethic Manifesto with the Global Compact; an organizational commitment, i.e., by the CEO and board of directors, to the Ethic Manifesto; a broad-based reporting requirement on general progress in meeting the Ethic Manifesto’s principles; and business enterprise use of a logo indicating conformance with the principles of the Ethic Manifesto to stakeholders, all of which could improve business enterprise participation in this civil society initiative.
6. Business and Professional Ethics Journal: Volume > 34 > Issue: 1
Klaus M. Leisinger, Josef Wieland "The Global Economic Manifesto: A Retrospective": A Response from Two Co-Authors
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This article responds to the review of Hemphill and Lillevik, “The Global Economic Manifesto: A Retrospective.” It aims to contribute to the worldwide discussion of global accepted norms and values of corporate behavior by addressing universal ethical principles and implementation strategies. A focus is set on the means of specifying values to serve the action orientation of an organization and its management. Since external normative expectations rise in context of the upcoming Post-2015 Development Agenda, corporate responses need to take local specifics as well as international accepted norms into account. Therefore, a distinctive implementation design is outlined. Key strategic steps contain elements such as (1) awareness of common values, (2) differing consequences due to cultural environments and economic conditions, (3) integration of practical experience to gain impact-related insights, and (4) fostering global leadership education. Consequently, corporate value management approaches and Post-2015 Sustainable Development Agenda are connected through universal values.
7. Business and Professional Ethics Journal: Volume > 34 > Issue: 1
Regina Wentzel Wolfe Response to Hemphill and Lillevik, "The Global Economic Ethic Manifesto: A Retrospective"
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There is general agreement that the principles espoused by the Global Economic Ethic Manifesto are to be commended. Despite this, the expectations of wide adoption of the Ethic Manifesto that were expressed at the 2009 launch have proved to be overly optimistic as Hemphill and Lillevik discovered in their study. They propose a number of recommendations to address some of the Ethic Manifesto’s limitations and increase adoption of it, particularly by organizations. However, it is not clear that, even if all their recommendations were to be fully implemented, organizational adoption rates of the Ethics Manifesto will reach the same level as those of the UN Global Compact. For this to occur, the Ethics Manifesto must move beyond providing a moral compass to individuals in order to inform organizational systems and structures in a meaningful way.
8. Business and Professional Ethics Journal: Volume > 34 > Issue: 1
Patricia H. Werhane Global Economic Ethic—Consequences for Global Business: A Response
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Global Economic Ethic is a stunning set of principles. However, in this response I shall raise some questions concerning its implementation. First, from the perspective of a global Western-based transnational corporation, there are ambiguities in the principles and implementation in practice. Second, from a non-Western cultural perspective, one has to to think about whether and how these principles could be interpreted in different non-European/non–North American cultural settings. Finally, the biggest challenge is whether or how we as individuals, as executives and managers, and as part of the global community work to change political climates of corruption, domination, patronage, and protectionism, climates that hinder or preclude going forward with the adoption and operationalization of these principles everywhere.
9. Business and Professional Ethics Journal: Volume > 34 > Issue: 1
Notes on Contributors
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