Grassroots Leadership: Organizing for Ethical Change

2019 ◽  
Vol 2019 (185) ◽  
pp. 107-115
Author(s):  
Andrea R. Borregard
Keyword(s):  
Ethical Change

scholarly journals Towards A Minimum Conceptualisation Of Ethical Organisational Change: The Platform Provided By The "King II" Report

2006 ◽  
Vol 4 (3) ◽  
Author(s):  
C. L. Van Tonder
Keyword(s):  
Corporate Governance ◽  
Organisational Change ◽  
Ethical Framework ◽  
Change Processes ◽  
Negative Consequences ◽  
Success Rates ◽  
Change Initiatives ◽  
Ethical Change ◽  
Governance Risk ◽  
Point Of Departure

Despite the fact that organisational change is one of the most frequently recurring organisational phenomena of our time, organisations do not succeed at instituting change processes effectively and dismal change "success rates" are recorded. Van Tonder and Van Vuuren (2004) suggested that the adoption of an ethical framework would significantly mitigate the implicit risk of change practices and reduce the negative consequences of such change initiatives. The literature on ethical change practices however is exceedingly sparse and offers little guidance to management on how to conduct change practices ethically. This study argues that the King II report on corporate governance indirectly yet substantially informs issues of governance, risk and ethics in change management and provides a useful point of departure for establishing ethical change practices.

Working for Social and Ethical Change

Physiotherapy ◽  
1996 ◽  
Vol 82 (8) ◽  
pp. 496
Author(s):  
Anna B Corser
Keyword(s):  
Ethical Change

War and ethical change

2019 ◽  
Vol 7 (3) ◽  
pp. 219-229 ◽  
Author(s):  
Dirk Nabers
Keyword(s):  
Ethical Change

scholarly journals Changing The Ethical Standards Of Organizations

2011 ◽  
Vol 3 (12) ◽  
Author(s):  
Jill M. D'Aquila
Keyword(s):  
Financial Reporting ◽  
Ethical Issues ◽  
Ethical Dilemmas ◽  
Codes Of Conduct ◽  
Ethical Standards ◽  
Ethical Values ◽  
Key Factors ◽  
Management Culture ◽  
Tone At The Top ◽  
Ethical Change

The scandals of Enron and WorldCom appear to be contagious and are the impetus for the media’s current focus on ethical issues.  Business has been and continues to confront ethical dilemmas that impact decision-making and financial reporting.  Codes of conduct and a focus on ethical standards continually surface as proposals to change the ethical values of organizations.  Many argue that it is the “tone at the top” that is the driving force behind any serious changes to the ethical culture in organizations.  This study presents the results of a survey of practicing CPAs.  A factor analysis identifies the actions and procedures that are linked with a management culture that emphasizes the importance of integrity and ethical values.  The results provide guidance on the key factors involved in invoking ethical change in organizations.  These results should prove to be of assistance to both educators and employers in the development of feasible programs that maximize the ethical potential of organization members.

Evolution Without Progress? Humanitarianism in a World of Hurt

2009 ◽  
Vol 63 (4) ◽  
pp. 621-663 ◽  
Author(s):  
Michael Barnett
Keyword(s):  
Organizational Culture ◽  
Social Science ◽  
International Relations ◽  
International Aid ◽  
International Ethics ◽  
The World ◽  
Ethical Change ◽  
History Of ◽  
Selection Mechanisms ◽  
International Aid Agencies

AbstractMany theories of international relations contain a narrative of progress and explain that progress with reference to evolutionary imagery. This article examines critically: the relevance of Darwinian and Lamarckian models of international relations to the evolution of international ethics and institutions; and the possibility that the ethics and norms are likely to be more consistent with existing world orders than challengers to it. Specifically, this article draws from evolutionary social science and organizational theory to develop a framework to explore the initial diversity of the meaning and practices of humanitarianism; how the combination of environmental mechanisms and organizational culture led many humanitarian agencies to adapt to their environment in ways that incorporated politics; and the subsequent countermovement by some agencies who wanted to purify humanitarianism. I then apply this framework to explain the recent history of four international aid agencies. I conclude with several observations regarding how the model as applied to these cases allows us to examine critically the selection mechanisms that do and do not account for ethical change and how scholars of international norms, ethics, and progress should be attentive to how principled actors are creatures of the world they want to transform.

The Confucian Gentleman and the Limits of Ethical Change

2001 ◽  
Vol 28 (3) ◽  
pp. 209-234 ◽  
Author(s):  
Benjamin Wong ◽  
Hui‐chieh Loy
Keyword(s):  
Ethical Change
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