Pub Date : 2019-12-06DOI: 10.4337/9781789903058.00026
C. Lütge
{"title":"There is not enough business ethics in the ethics of digitization","authors":"C. Lütge","doi":"10.4337/9781789903058.00026","DOIUrl":"https://doi.org/10.4337/9781789903058.00026","url":null,"abstract":"","PeriodicalId":432862,"journal":{"name":"Ethical Business Leadership in Troubling Times","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-12-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130024000","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-12-06DOI: 10.4337/9781789903058.00014
W. Dubbink, L. Liedekerke
If the organization is to retain legitimacy in a democratic society, the citizens must be assured that the actions that they attribute to organizations remain within the bounds of justice (Donaldson, 1982; Stone, 1975). Society’s primary venue to secure justice has consistently been the imposition of legal prescriptions. Unfortunately, as witnessed daily in media, legal constraint has it limits. It does not always succeed in keeping organizations within the bounds of justice (Maus, 1986; Stone, 1975; Yeager, 1991). ‘They have no soul to damn and no body to kick’, as judge Thurlow famously said in 1845, in order to explain why it is harder to discipline an organization than a human being through legal means (see Coffee, 1981). In the case of human beings, morality has always been another practice restricting and disciplining conduct. It seemed therefore only natural for business ethicists to consider the possibility to discipline organizations through the authority of morality, next to legality, as another safeguard to attain justice (Donaldson, 1982; French, 1979 [1991], 1992). A fierce debate ensued on the issue; a debate that still has not ended (Arnold, 2006; Danley, 1999; De George, 1981; French, 1979 [1991], 1992, 1996; Goodpaster, 1983; Hasnas, 2012; Hess, 2013; Keeley, 1988; Ladd, 1970; Moore, 1999; Philips, 1995; Ronnegard, 2015; Sepinwall, 2016; Velasquez, 1983 [1991], 2003; Werhane, 1985; Wolf, 1985, 2015). In this chapter we focus on business ethicists who turned to morality for instrumental reasons only: to discipline the organization and keep it from causing problems like environmental pollution, fraud, human rights violations and so forth. We refer to these business ethicists as ‘functionalists’ and regard French (1979 [1991], 1992) and Donaldson (1982) as primary examples of such a functionalist approach. Functionalists look at morality as applied to the organization as a mere means that must help to attain a goal that legal arrangements are not able to attain by themselves: justice for all citizens. A good reason why it makes sense for functionalists to be attracted to morality is that its modus operandi differs from the law (i.e., legality). Ultimately, legality disciplines human beings through the threat of external punishment. Morality disciplines human beings through – what we will later explain as – ‘voluntarily induced restraint’. Because of this different modus operandi, using morality can be seen as a real addition to legality, at least as regards human beings. The functionalists claim that it can also work in relation to organizations – but that remains to be seen. We agree with the functionalists that society needs an additional mechanism to discipline the organization. We also agree that discipline through voluntary induced restraint is a good addition – if it would work. At the same time, the chapter acknowledges that the project of the functionalists has failed, at least partly. Considering what the functionalists aim
{"title":"Disciplining the organization through moral personhood","authors":"W. Dubbink, L. Liedekerke","doi":"10.4337/9781789903058.00014","DOIUrl":"https://doi.org/10.4337/9781789903058.00014","url":null,"abstract":"If the organization is to retain legitimacy in a democratic society, the citizens must be assured that the actions that they attribute to organizations remain within the bounds of justice (Donaldson, 1982; Stone, 1975). Society’s primary venue to secure justice has consistently been the imposition of legal prescriptions. Unfortunately, as witnessed daily in media, legal constraint has it limits. It does not always succeed in keeping organizations within the bounds of justice (Maus, 1986; Stone, 1975; Yeager, 1991). ‘They have no soul to damn and no body to kick’, as judge Thurlow famously said in 1845, in order to explain why it is harder to discipline an organization than a human being through legal means (see Coffee, 1981). In the case of human beings, morality has always been another practice restricting and disciplining conduct. It seemed therefore only natural for business ethicists to consider the possibility to discipline organizations through the authority of morality, next to legality, as another safeguard to attain justice (Donaldson, 1982; French, 1979 [1991], 1992). A fierce debate ensued on the issue; a debate that still has not ended (Arnold, 2006; Danley, 1999; De George, 1981; French, 1979 [1991], 1992, 1996; Goodpaster, 1983; Hasnas, 2012; Hess, 2013; Keeley, 1988; Ladd, 1970; Moore, 1999; Philips, 1995; Ronnegard, 2015; Sepinwall, 2016; Velasquez, 1983 [1991], 2003; Werhane, 1985; Wolf, 1985, 2015). In this chapter we focus on business ethicists who turned to morality for instrumental reasons only: to discipline the organization and keep it from causing problems like environmental pollution, fraud, human rights violations and so forth. We refer to these business ethicists as ‘functionalists’ and regard French (1979 [1991], 1992) and Donaldson (1982) as primary examples of such a functionalist approach. Functionalists look at morality as applied to the organization as a mere means that must help to attain a goal that legal arrangements are not able to attain by themselves: justice for all citizens. A good reason why it makes sense for functionalists to be attracted to morality is that its modus operandi differs from the law (i.e., legality). Ultimately, legality disciplines human beings through the threat of external punishment. Morality disciplines human beings through – what we will later explain as – ‘voluntarily induced restraint’. Because of this different modus operandi, using morality can be seen as a real addition to legality, at least as regards human beings. The functionalists claim that it can also work in relation to organizations – but that remains to be seen. We agree with the functionalists that society needs an additional mechanism to discipline the organization. We also agree that discipline through voluntary induced restraint is a good addition – if it would work. At the same time, the chapter acknowledges that the project of the functionalists has failed, at least partly. Considering what the functionalists aim","PeriodicalId":432862,"journal":{"name":"Ethical Business Leadership in Troubling Times","volume":"4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-12-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130742438","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-12-06DOI: 10.4337/9781789903058.00011
Zsolt Boda
{"title":"Business ethics as critical thinking: moral motivations and the limits of ethics","authors":"Zsolt Boda","doi":"10.4337/9781789903058.00011","DOIUrl":"https://doi.org/10.4337/9781789903058.00011","url":null,"abstract":"","PeriodicalId":432862,"journal":{"name":"Ethical Business Leadership in Troubling Times","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-12-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115531588","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-12-06DOI: 10.4337/9781789903058.00023
Mahmut Arslan, Mustafa Kemal Yilmaz
This paper aims to understand the ethical decision-making process of local managers of mediumsized companies in Gaziantep, a highly industrialized metropolis in Turkey, near the Syrian border, where there has been an influx of Syrian refugees. Intensive interviews were conducted using a semi-structured questionnaire allowing participants to state their views and tell their stories. The findings revealed that the managers of the companies had difficulty making ethical decisions about how to treat the Syrian immigrants, especially during the initial phase of the crisis, and they took wrong steps when they faced with both economic and social conflicts. Thus, they faced some serious ethical challenges.
{"title":"An ethical problem in troubled times: ethical decision making by local managers employing an immigrant workforce in Gaziantep, Turkey","authors":"Mahmut Arslan, Mustafa Kemal Yilmaz","doi":"10.4337/9781789903058.00023","DOIUrl":"https://doi.org/10.4337/9781789903058.00023","url":null,"abstract":"This paper aims to understand the ethical decision-making process of local managers of mediumsized companies in Gaziantep, a highly industrialized metropolis in Turkey, near the Syrian border, where there has been an influx of Syrian refugees. Intensive interviews were conducted using a semi-structured questionnaire allowing participants to state their views and tell their stories. The findings revealed that the managers of the companies had difficulty making ethical decisions about how to treat the Syrian immigrants, especially during the initial phase of the crisis, and they took wrong steps when they faced with both economic and social conflicts. Thus, they faced some serious ethical challenges.","PeriodicalId":432862,"journal":{"name":"Ethical Business Leadership in Troubling Times","volume":"114 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-12-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115459942","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-12-06DOI: 10.4337/9781789903058.00015
D. Koehn
{"title":"Crucial differences among three types of apologies and their shared ethical grounding in integrity","authors":"D. Koehn","doi":"10.4337/9781789903058.00015","DOIUrl":"https://doi.org/10.4337/9781789903058.00015","url":null,"abstract":"","PeriodicalId":432862,"journal":{"name":"Ethical Business Leadership in Troubling Times","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-12-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128851228","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-12-06DOI: 10.4337/9781789903058.00027
Eleanor O'Higgins, L. Zsolnai
{"title":"Future Earth leadership","authors":"Eleanor O'Higgins, L. Zsolnai","doi":"10.4337/9781789903058.00027","DOIUrl":"https://doi.org/10.4337/9781789903058.00027","url":null,"abstract":"","PeriodicalId":432862,"journal":{"name":"Ethical Business Leadership in Troubling Times","volume":"176 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-12-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124339542","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-12-06DOI: 10.4337/9781789903058.00009
D. Ladkin
In an interview with the New York Times in August of 2017, the Chief Executive of Apple Computers, Tim Cook was quoted to have said that because government was becoming ‘less functional’ and ‘less able to work at the speed it once did’, businesses and other areas of society needed to ‘step up’ to fulfil the roles that government once played (Sorkin, 2017). This chapter argues a contrary view: that the truly ethical response for business in our troubling times is to step ‘down’, rather than ‘up’. The idea that corporations need to step up in order to fill a moral gap speaks to the assumption that they are now the prime actors within society whose operational approaches will best serve society at large. Secondly, it assumes that businesses, rather than elected government officials, are best placed to decide how to serve wider societal interests. Furthermore, it intimates that businesses themselves can choose the ways of stepping up that suit them best. This is clearly the case for Apple, who donated $10 million to hurricane relief in 2017 (Mejia, 2017) but simultaneously holds over $252 billion in offshore accounts in order not to pay tax on these profits (Drucker and Bowen, 2017). Stepping down, that is, businesses taking a place as one voice among many rather than assuming the role of central actors in society, offers a direct challenge to the neoliberal ideology of our times. Neoliberalism places market mechanisms and the pursuit of profit as central to human endeavour. As primary players within markets businesses have become dominant actors whose interests trump all others (Klein, 2014). Cook’s statement speaks of the hubris that attends principal and privileged positions. Indeed, corporations’ central position is so unequivocally dominant that Cook’s statement is interpreted as an indication of his intent to take a moral lead, rather than as a practice of applying bandaids to good causes (as well as a step which attracts favourable media attention).
{"title":"Stepping down rather than up: the ethical option for business in our troubling times","authors":"D. Ladkin","doi":"10.4337/9781789903058.00009","DOIUrl":"https://doi.org/10.4337/9781789903058.00009","url":null,"abstract":"In an interview with the New York Times in August of 2017, the Chief Executive of Apple Computers, Tim Cook was quoted to have said that because government was becoming ‘less functional’ and ‘less able to work at the speed it once did’, businesses and other areas of society needed to ‘step up’ to fulfil the roles that government once played (Sorkin, 2017). This chapter argues a contrary view: that the truly ethical response for business in our troubling times is to step ‘down’, rather than ‘up’. The idea that corporations need to step up in order to fill a moral gap speaks to the assumption that they are now the prime actors within society whose operational approaches will best serve society at large. Secondly, it assumes that businesses, rather than elected government officials, are best placed to decide how to serve wider societal interests. Furthermore, it intimates that businesses themselves can choose the ways of stepping up that suit them best. This is clearly the case for Apple, who donated $10 million to hurricane relief in 2017 (Mejia, 2017) but simultaneously holds over $252 billion in offshore accounts in order not to pay tax on these profits (Drucker and Bowen, 2017). Stepping down, that is, businesses taking a place as one voice among many rather than assuming the role of central actors in society, offers a direct challenge to the neoliberal ideology of our times. Neoliberalism places market mechanisms and the pursuit of profit as central to human endeavour. As primary players within markets businesses have become dominant actors whose interests trump all others (Klein, 2014). Cook’s statement speaks of the hubris that attends principal and privileged positions. Indeed, corporations’ central position is so unequivocally dominant that Cook’s statement is interpreted as an indication of his intent to take a moral lead, rather than as a practice of applying bandaids to good causes (as well as a step which attracts favourable media attention).","PeriodicalId":432862,"journal":{"name":"Ethical Business Leadership in Troubling Times","volume":"33 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-12-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128119105","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-12-06DOI: 10.4337/9781789903058.00020
S. Waddock
{"title":"Leadership ethics for a troubled world: responsibility for the whole","authors":"S. Waddock","doi":"10.4337/9781789903058.00020","DOIUrl":"https://doi.org/10.4337/9781789903058.00020","url":null,"abstract":"","PeriodicalId":432862,"journal":{"name":"Ethical Business Leadership in Troubling Times","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-12-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128988776","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-12-06DOI: 10.4337/9781789903058.00016
Cynthia E. Clark
{"title":"The board of directors’ role in ensuring accountability and creating value: stakeholder and shareholder complementarity","authors":"Cynthia E. Clark","doi":"10.4337/9781789903058.00016","DOIUrl":"https://doi.org/10.4337/9781789903058.00016","url":null,"abstract":"","PeriodicalId":432862,"journal":{"name":"Ethical Business Leadership in Troubling Times","volume":"59 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-12-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116711612","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-12-06DOI: 10.4337/9781789903058.00012
L. Spence, Steen Vallentin
{"title":"Becoming responsible: understanding the organizational power dynamics of CSR and corporate ethics","authors":"L. Spence, Steen Vallentin","doi":"10.4337/9781789903058.00012","DOIUrl":"https://doi.org/10.4337/9781789903058.00012","url":null,"abstract":"","PeriodicalId":432862,"journal":{"name":"Ethical Business Leadership in Troubling Times","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-12-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116515512","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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