Hostname: page-component-cd9895bd7-7cvxr Total loading time: 0 Render date: 2024-12-26T01:46:19.839Z Has data issue: false hasContentIssue false
  • English
  • Français

Bridging the Gulf Between Management Practice and Ethical Theory

Published online by Cambridge University Press:  23 January 2015

John R. Boatright
John R. Boatright*
Affiliation:
John Carroll University
Get access Rights & Permissions [Opens in a new window]

Abstract

Having taught management ethics for several years, I have been repeatedly frustrated by the practical mismatch between management problems and moral philosophy…. Unless we can connect ethical theory more closely with management practice, we may be dressing our business curriculum windows with philosophical finery but failing to meet the urgent need for clarity of thought in management ethics.

Type
Review Article
Information
Business Ethics Quarterly , Volume 1 , Issue 4 , October 1991 , pp. 449 - 459
Copyright
Copyright © Society for Business Ethics 1991

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Barnard, Chester I.The Functions of the Executive. Cambridge: Harvard University Press, 1968.Google Scholar
Boatright, John R. “Ethics and the Role of the Manager.” Journal of Business Ethics 7 (1988), 303–312.CrossRefGoogle Scholar
Brady, F. Neil. Ethical Managing: Rules and Results. New York: Macmillan, 1990.Google Scholar
Derry, Robbin and Green, Ronald M.. “Ethical Theory in Business: A Critical Assessment.” Journal of Business Ethics, 8 (1989), 521–533.Google Scholar
George, England W.The Manager and His Values. Cambridge: Ballinger, 1975.Google Scholar
Goodpaster, Kenneth E. “Ethical Imperatives and Corporate Leadership.” In Andrews, Kenneth R., ed. Ethics in Practice: Managing the Moral Corporation, Boston: Harvard Business School, 1989.Google Scholar
Hare, R. M.Moral Thinking: Its Levels, Method, and Point. Oxford: Oxford University Press, 1981.CrossRefGoogle Scholar
Jackall, Robert. Moral Mazes: The World of Corporate Managers. New York: Oxford University Press, 1988.Google Scholar
Lyons, David. “Utility and Rights.” In Waldron, Jeremy, ed. Theories of Rights Oxford: Oxford University Press, 1984.Google Scholar
March, James G. “The Technology of Foolishness.” In March, J. and Olsen, J., eds Ambiguity and Choice in Organizations. Bergen: Universitetsforlaget, 1976.Google Scholar
Mintzberg, H., Raisinghani, D., and Theoret, A.. “The Structure of ‘Unstructured 1 Decision Processes.” Administrative Science Quarterly, 21 (1976), 246–275.Google Scholar
Parfit, Derek. Reasons and Persons. Oxford: Oxford University Press, 1984.Google Scholar
Pascale, Richard T. and Athos, Anthony G.. The Art of Japanese Management. New York: Simon and Schuster, 1981.CrossRefGoogle Scholar
Peters, Thomas J. and Waterman, Robert H. Jr., In Search of Excellence: Lessom from Americas Best-Run Companies. New York: Harper & Row, 1982.Google Scholar
Rawls, John. A Theory of Justice. Cambridge: Harvard University Press, 1971.Google Scholar
Rokeach, Milton. Beliefs, Attitudes, and Values. San Francisco: Jossey-Bass, 1968Google Scholar
Simon, Herbert. “A Behavioral Model of Rational Choice.” Quarterly Journal of Economics, 69 (1955), 99–118.Google Scholar
Slote, Michael. Beyond Optimizing. Cambridge: Harvard University Press, 1989.Google Scholar
Slote, Michael. Common sense Morality and Consequentialism. London: Routledge & Kegan Paul, 1985.Google Scholar