Moral Imagination in Organizational Problem-Solving

ruffin_darden ◽  
1998 ◽  
Vol 1 ◽  
pp. 123-148 ◽  
Author(s):  
Deborah Vidaver-Cohen ◽  
Keyword(s):  
Decision Making ◽  
Organizational Change ◽  
Problem Solving ◽  
Business Ethics ◽  
Ethical Decision ◽  
Ethical Decision Making ◽  
Moral Imagination ◽  
Theory Development ◽  
Analytical Framework ◽  
Organizational Problem

This essay responds to Patricia Werhane's 1994 Ruffin Lecture address, "Moral Imagination and the Search for Ethical Decision-making in Management," using institutional theory as an analytical framework to explore conditions that either inhibit or promote moral imagination in organizational problem-solving. Implications of the analysis for managing organizational change and for business ethics theory development are proposed.

Moral Imagination in Organizational Problem-solving

1997 ◽  
Vol 7 (4) ◽  
pp. 1-26 ◽  
Author(s):  
Deborah Vidaver-Cohen
Keyword(s):  
Decision Making ◽  
Organizational Change ◽  
Problem Solving ◽  
Business Ethics ◽  
Ethical Decision ◽  
Ethical Decision Making ◽  
Moral Imagination ◽  
Theory Development ◽  
Analytical Framework ◽  
Organizational Problem

Abstract:This essay responds to Patricia Werhane’s 1994 Ruffin Lecture address, “Moral Imagination and the Search for Ethical Decision-making in Management,” using institutional theory as an analytical framework to explore conditions that either inhibit or promote moral imagination in organizational problem-solving. Implications of the analysis for managing organizational change and for business ethics theory development are proposed.

Moral Imagination in Organizational Problem-Solving: An Institutional Perspective

1998 ◽  
Vol 8 (S1) ◽  
pp. 123-148
Author(s):  
Deborah Vidaver-Cohen
Keyword(s):  
Decision Making ◽  
Problem Solving ◽  
Business Ethics ◽  
Ethical Decision ◽  
Ethical Decision Making ◽  
Moral Imagination ◽  
Theory Development ◽  
Analytical Framework ◽  
Institutional Perspective ◽  
Organizational Problem

Abstract:This essay responds to Patricia Werhane’s 1994 Ruffin Lecture address, “Moral Imagination and the Search for Ethical Decision-making in Management,” using institutional theory as an analytical framework to explore conditions that either inhibit or promote moral imagination in organizational problem-solving. Implications of the analysis for managing organizational change and for business ethics theory development are proposed.

scholarly journals A Framework for Authentic Ethical Decision Making in the Face of Grand Challenges: A Lonerganian Gradation

2021 ◽  
Author(s):  
Patricia Larres ◽  
Martin Kelly
Keyword(s):  
Decision Making ◽  
Business Ethics ◽  
Ethical Decision ◽  
Ethical Decision Making ◽  
Ethical Issues ◽  
Codes Of Ethics ◽  
Human Beings ◽  
Human Flourishing ◽  
Invariant Structure ◽  
Grand Challenges

AbstractThis paper contributes to the contemporary business ethics narrative by proposing an approach to corporate ethical decision making (EDM) which serves as an alternative to the imposition of codes and standards to address the ethical consequences of grand challenges, like COVID-19, which are impacting today’s society. Our alternative approach to EDM embraces the concept of reflexive thinking and ethical consciousness among the individual agents who collectively are the corporation and who make ethical decisions, often in isolation, removed from the collocated corporate setting. We draw on the teachings of the Canadian philosopher and theologian, Fr. Bernard Lonergan, to conceptualize an approach to EDM which focuses on the ethics of the corporate agent by nurturing the universal and invariant structure that is operational in all human beings. Embracing Lonergan’s dynamic cognitive structure of human knowing, and the structure of the human good, we advance a paradigm of EDM in business which emboldens authentic ethical thought, decision making, and action commensurate with virtuous living and germane to human flourishing. Lonergan’s philosophy guides us away from the imposition of over-arching corporate codes of ethics and inspires us, as individual agents, to attend to the data of our own consciousness in our ethical decision making. Such cognitional endowment leads us out of the ethics of the ‘timeless present’ (Islam and Greenwood in Journal of Business Ethics 170: 1–4, 2021) towards ethical authenticity in business, leaving us better placed to reflect upon and address the ethical issues emanating from grand challenges like COVID-19.

The Evolution of Business Ethics to Business Law

2015 ◽  
pp. 145-162
Author(s):  
Ben Tran
Keyword(s):  
Decision Making ◽  
Business Ethics ◽  
Moral Judgment ◽  
Ethical Behavior ◽  
Ethical Decision ◽  
Ethical Decision Making ◽  
Decision Making Process ◽  
Moral Awareness ◽  
Business Law

Ethics in business ethics and law in business law are not as ambiguous, rhetorical, and esoteric as practitioners portray. Excuses as such have subconsciously become a habitus platinum safeguard against all wrongdoing. The usage of the habitus platinum safeguard is to defuse the unethical and malpractice of practitioners due to the ambiguous, rhetorical, and esoteric factors of and related to ethics in business ethics and law in business law. The ethical decision-making process, from ethics to law, involves five basic steps: moral awareness, moral judgment, ethical behavior, ethical behavior theorizing, and (business) law.

Teaching Executive Functions, Self-Management, and Ethical Decision-Making through Popular Videogame Play

2013 ◽  
pp. 771-785
Author(s):  
Randy Kulman ◽  
Gary Stoner ◽  
Louis Ruffolo ◽  
Stephanie Marshall ◽  
Jennifer Slater ◽  
...  
Keyword(s):  
Decision Making ◽  
Learning Disabilities ◽  
Problem Solving ◽  
Ethical Decision ◽  
Ethical Decision Making ◽  
Clinical Population ◽  
Attention And Memory ◽  
Problem Solving Skills ◽  
Hyperactivity Disorder ◽  
Executive Functioning Skills

Numerous studies support the contention that videogames can be useful in developing specific attention and memory skills. Videogames and other digital technologies also require the practice of critical-thinking and executive-functioning skills, but there is little evidence that these skills, which lead to decision-making and problem-solving skills, can be generalized from the game to the real world. This chapter examines strategies that use videogames to enhance the development of these problem-solving and ethical decision-making skills. This chapter discusses the use of these strategies with a clinical population of children with Attention Deficit Hyperactivity Disorder (ADHD) and learning disabilities and considers methods for parents, teachers, and game publishers to make popular videogames a potent teaching tool for developing decision-making skills in children.

scholarly journals Do Business Ethics and Ethical Decision Making Still Matter: Perspective of Different Generational Cohorts

2020 ◽  
Vol 11 (1) ◽  
pp. 31-43 ◽  
Author(s):  
Igor Klopotan ◽  
Ana Aleksić ◽  
Nikolina Vinković
Keyword(s):  
Decision Making ◽  
Business Ethics ◽  
Generational Differences ◽  
Ethical Decision ◽  
Ethical Decision Making ◽  
Ethical Issues ◽  
Business Environment ◽  
Ethical Behaviour ◽  
Ethical Values ◽  
Generation Z

AbstractBackground: Research in business ethics shows that individual differences can influence one’s ethical behaviour. In addition, variability in attitudes towards ethical issues among different generations is emphasized. Still, results are inconclusive and call for an additional examination of possible generational differences with regard to ethics and ethical values.Objectives: Our objective is to test if the perception of the importance of business ethics, attitudes towards ethical issues and aspects influencing ethical behaviour, differ among the four generations currently present in the workforce.Methods/Approach: Theoretical implications are empirically tested on a sample of 107 individuals, members of Baby Boomers, Generation X, Millennials and Generation Z.Results: In general, the results indicate that there are little or no generational differences related to the analysed aspects of business ethics. The significant difference is present only in the importance given to factors that influence ethical decision-making: (i) formal rules and procedures, (ii) performance management system and (iii) job pressures, between the members of Generation Z and older generations.Conclusions: In spite of employee diversity, ethics continues to present an important aspect of the business environment. Thus, organizations need to be oriented towards creating ethical leaders and a positive ethical climate that ensures that ethical values and behaviours are present throughout the organization.

Developing ethical managers for future business roles: a qualitative study of the efficacy of “Stand-Alone” and “Embedded” University “Ethics” courses

2020 ◽  
Vol 13 (2) ◽  
pp. 145-162 ◽  
Author(s):  
David Alastair Coldwell ◽  
Robert Venter ◽  
Emmanuel Nkomo
Keyword(s):  
Decision Making ◽  
Business Ethics ◽  
Moral Reasoning ◽  
Ethical Decision ◽  
Ethical Decision Making ◽  
Business Leaders ◽  
Higher Learning ◽  
Content Type ◽  
Postgraduate Students ◽  
Ethics Courses

Purpose While the problem of unethical leadership is undoubtedly a global one, the urgency of generating ethical leadership to advance the development of Africa has never been more evident than it is today. The challenge for higher education in developing ethical leaders is of core importance, as it is responsible for providing the main recruiting ground of business leaders. The current paper reports findings of a qualitative study of postgraduate students’ ethical development at the end of courses in business ethics aimed to enhance moral reasoning and ethical decision-making. The paper aims to ascertain whether stand-alone ethics courses are more effective than integrated ones in achieving academic ethical competency. Design/methodology/approach The study adopts an idiographic approach which aims at eliciting individual student subjective perceptions of the effects of the direct and indirect courses of ethical instruction on their moral reasoning and ethical practice. The research design broadly follows Mill’s (2017) method of difference. Findings Findings indicate perceived differences in the relative effectiveness of stand-alone and embedded ethics courses among students but also show that most students hold positive overall evaluations of the effectiveness of the both types of ethics instruction. Research limitations/implications Limitations to the study include that it is cross-sectional, involves a small sample of postgraduate students and is restricted to two management courses at one institution of higher learning. Furthermore, while Mill (2017) provides a useful research design in this context, it is not able to indicate causality, as there are other possible unidentified “third variables” that may be the actual cause of student differences between embedded and stand-alone ethics courses. The study is not able to show the durability and transfer of ethical competencies into students’ later working lives. Practical implications The study provides a useful practical educational contribution to the extant knowledge in the field in that it suggests that ethical courses aimed at giving students a moral reasoning “toolkit” for ethical decision-making are more effective when delivered in the stand-alone format, whereas practical decision-making skills are best honed by embedded business ethics courses. Social implications The problem of corruption in business and politics in South Africa is widely documented and has been regarded as responsible for creating a serious developmental drag on the alleviation of poverty and quality of lives of the majority of people in the country. The moral/ethical competency and behavior of future business leaders is partly the responsibility of institutions of higher learning. The study aims to find the most effective means of imparting moral awareness in postgraduate students who are likely to take up business leadership positions in their future careers. Originality/value The study provides useful contribution to the extant knowledge in the field in the African context in that it suggests that ethical courses aimed at giving students a moral reasoning “toolkit” for ethical decision-making are more effective when delivered in the stand-alone format, whereas practical decision-making skills are best honed by embedded business ethics courses.

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