This article aims to introduce the recent movements regarding philosophical practice in Japan. In order to understand them in a better way, the historical development and background of philosophical practice shall be shown briefly in the first part. In the second part, three cases of relatively popular philosophical practices in Japan, that is, philosophy cafe, philosophy for/with children and philosophical consulting in the business settings are described as successful practices.

Making jokes in organizational settings can have different effects: They can be beneficial or harmful. When they are considered appropriate, they can strengthen work relationships and stimulate inter-personal and intra-organizational communication. But when they are not amusing, jokes can harm not only the joke teller but also the organization. Research about the role of jokes in business has increased in recent years, but little is known about how to study those that are made among and about business consultants. (...) This paper is a review of the book “Business Ethics and Critical Consultant Jokes” by Onno Bouwmeester who analyzes ethical transgressions of consultants by using four different research methods: Illustrations (text jokes and cartoons), interviews with consultants, joke-based surveys, and content analyses of qualitative data to reveal themes and concepts. The book can serve as a textbook for academics, scholars, and researchers in business ethics, management, and organization studies, as well as a reference guide for leaders, managers, and consultants. (shrink)

This open access book offers four ways to enrich traditional research methods in business ethics. By looking at critical jokes and cartoons on management consultants, their business practice and their clients’ demands, many ethical transgressions in business get addressed. By illustrating and criticizing such transgression, jokes can serve as an example in a theoretical argument, as a prompt to reflect on in an open interview, as a statement to assess in an enquiry or as basis for qualitative (...) content analysis. By adding jokes to the conversation on ethical transgressions in business much depth and honesty can be added, resulting in better research data. Jokes can help to surpass social desirability bias included in answers given in traditional interview settings or enquiries. This book is of interest to consultants, researchers, educators and students in business ethics and management. The book showcases what kind of practical and ethical wisdom is embedded in business jokes and how this knowledge can be made productive in the context of business ethics. (shrink)

In The Philosophic Consultant, acclaimed business consultant, philosopher, and author Peter Koestenbaum links deep insights of philosophy with practical business issues. Throughout this one-of-a-kind resource, Koestenbaum shows consultants and human resource practitioners how they can foster philosophical leadership within their organizations to positively affect the business environment. The book promises tangible results-- credibility, trust, and thoughtful attention-- and demonstrates how to apply philosophy, share knowledge with others, and use this newfound thoughtfulness to achieve bottom-line results.

What does it take to be a consultant in business ethics? Is the role of the ethical consultant like that of an engineer, a playwright or an interpreter? And where are the women consultants? The author is a scientific researcher in Ethics at Nijenrode, The Netherlands School of Business.

Most businesses in India undergo disproportionate development as their focus is on making more and more profit. They seem to have no concern for the environment, the welfare of their employees or the unethical practices they follow. This has resulted in problems such as an increase in business rivalry, a widening employer–employee gap, a disconnect with environmental concerns as well as a general disinterest in the well-being of the world. The need of the hour therefore is to weave value-based (...) business models for India based on its rich philosophical thought, deep culture and evolved knowledge systems. This paper proposes to meet this need by initiating value-based consultancy based on ancient Indian philosophical thought. It proposes that it should be done with a focus on the human values approach as reflected in the theory of Purusarthas, different dimensions of Yoga and Vedanta philosophy to improve businesses and business practices from a holistic perspective. This philosophical intervention will certainly help businesses to develop more clarity about unethical practices and the ways to control them. (shrink)

Just Business provides the first comprehensive, reasoned framework for resolving questions of business ethics and corporate governance. Innovative, accessible, and global in scope, its powerful Ethical Decision Model can be used to manage the ethical problems of business as they arise in all their complexity and variety. Just Business combines business realism with philosophical rigor, and demonstrates that it is not necessary to emasculate or to adulterate business for business to be ethical. The (...) book benefits from Elaine Sternberg's extensive experience as an academic philosopher, an international investment banker, and head of successful businesses. She is now Principal of a London-headquartered consultancy firm, and Research Fellow in Philosophy at the University of Leeds. (shrink)

Services of ethics consultants are nowadays commonly used in such various spheres of life as engineering, public administration, business, law, health care, journalism, and scientific research. It has however been maintained that use of ethics consultants is incompatible with personal autonomy; in moral matters individuals should be allowed to make their own decisions. The problem this criticism refers to can be conceived of as a conflict between the professional autonomy of ethics experts and the autonomy of the persons they (...) serve. This paper addresses this conflict and maintains that when the nature of both ethics consultation and individual autonomy is properly understood, the professional autonomy of ethics experts is compatible with the autonomy of the persons they assist. (shrink)

The literature fails to reflect general agreement over the nature of the services and procedures provided by bioethicists, and the training and core competencies this work requires. If bioethicists are to define their activities in a consistent way, it makes sense to look for common ground in shared communities of practice. We report results of a survey of the services and procedures among bioethicists affiliated with the University of Toronto Joint Centre for Bioethics (JCB). This is the largest group of (...) bioethicists working in healthcare organizations in Canada. The results suggest there are many common services and procedures of JCB bioethicists. This survey can serve as a baseline for further exploration of the work of JCB bioethicists. Common practices exist with respect to the domains of practice, individual reporting relationships, service availability within business hours and the education and training of the bioethicist. (shrink)

Background: Little is known about what factors may contribute to the growth of a consultation service or how a practice may change or evolve across time. Methods: This study examines data collected from a busy ethics consultation service over a period of more than two decades. Results: We report a number of longitudinal findings that represent significant growth in the volume of ethics consultation requests from 19 in 1990 to 551 in 2013, as well as important changes in the patient (...) population for which ethics help is requested. The findings include (1) a steady growth in requests from primary care providers (e.g., physicians and nurses), as well as increases in ancillary services (e.g., social workers); (2) a decrease in length of stay (days) before ethics help is requested; (3) an increase in the reasons that individuals ask for help from ethics; (4) an upsurge in consults requests from areas outside the intensive care unit (ICU); (5) a decrease in patients that died during hospitalization (e.g., live discharges); and (6) growth in the numbers of patients lacking decision-making capacity. Conclusions: We believe the increases in consult requests reflect appropriate and necessary growth because recent consultations have also been associated with consultations requiring (7) additional interventions and (8) reasonably high time intensity scores. (shrink)

Business Ethics, the Environment &Responsibility, Volume 33, Issue 2, Page 157-169, April 2024.

In this survey of business ethics in Europe, we compare the present state of business ethics in Europe with the situation as described by Enderle (BEER 5(1):33–46, 1996 ). At that time, business ethics was still dominated by a mainly philosophical, normative analysis of business issues with a maximum of 25 chairs in business ethics all over Europe. It has since expanded dramatically in numbers as well as diversified into many different domains. We find this (...) rich diversity in the conception of business ethics back in the answers of our respondents to every single question. The concepts they propose, the courses they teach, the subjects under research as well as the training and consultancy offered to clients and even the challenges for the future all reflect this diversity. Decisive for the expansion of business ethics in Europe has been the advance of CSR and the official backing of CSR by the European Commission. We further argue that the prevalence and importance of business ethics and CSR differs throughout Europe. A rough approximation based on our survey results and literature review is that it is more important and more developed in core and Nordic European countries and somewhat less in Southern and Eastern European countries. The real East with countries like Belarus and Bulgaria remains a challenge. (shrink)

The role of the business leader is key to develop the culture of an enterprise. To exemplify its importance in the national and globalcontext, the Muslim author from Indonesia points with admiration to Konosuke Matsushita, founder of Matsushita Electric Corporation, who already in the 1930s set up the seven ethical principles for healthy business growth, which also are commended by the Islamic imperative. Due to the current dynamic business environment, Muslims find themselves confronted with serious dilemmas and (...) need guidance from a clearly developed Islamic business ethics. For this purpose the author offers, first, the essentials of such an ethics: the utmost importance of all sort of productive work and the distribution of wealth in society; the vocation of trade; the fundamental principles of freedom and justice for business conduct; the prescription of certain manners such as leniency, service-motive, and consciousness of Allah; and mutual consultation. He, then, presents his personal view on leadership in business. It involves three basic ingredients: an inspiring vision of high and achievable standards; a value system based on the principles of freedom and justice and promoting fairness, business integrity, and efficiency; and courage to face tough decisions while putting one’s complete trust in Allah. (shrink)

This chapter focuses on ethical governance, which speaks to the infrastructure, processes, and practices that decrease the probability of performing ethically wrong actions and ethically bad outcomes resulting from relatively innocent actions. The ethics consultant can help spot gaps or other insufficiencies in ethical infrastructure, process, and practice. Ethics consulting consists in engaging in a due diligence process for ethical risk. The goal is to identify possible sources of ethical risk both in terms of features of the product and the (...) ways it may or may not be used, and to recommend feature changes and best practices for ethical deployment and use of the product. Ethics consulting more generally can be seen as aimed at either doing a bunch of good or avoiding a bunch of bad. Ethical challenges often arise in business because of competing assumptions and commitments that create seemingly irresolvable tensions or obscure the potentially bad consequences of particular decisions. (shrink)

One of today's most influential business consultants brings us practical lessons from one of the world's most profound works of wisdom for cultivating real power and transforming the workplace into a source of immense satisfaction and fulfillment.A former Fortune 500 top executive who is a leading business consultant combines forces with the bestselling translator of the Tao Te China to write the first book revealing how to use the wisdom of this ancient text to understand the most valued (...) and elusive prize in business: power. Power is the most coveted reward -- the power to run a project, a department, or an entire company. Yet there has been little written on the nature of this essential tool without which nothing is accomplished. What exactly is power, and where does it come from? Does power automatically come with authority? Does it come from your superiors, or do you create it for yourself? And why is it so difficult to hang on to?Real Power illustrates the paradox in winning at work: that power begins only when we learn to let go of the illusion of control in order to empower others. Real power recognizes that employees already have power in their skills, their commitment to the job, and their passion for the work. Real power comes from creating an environment in which that power can be expressed in order to produce the best results for everyone.The book's advice for cultivating real power ranges from learning why helping your competition (inside or outside the company) can be the biggest help to yourself, to understanding why conventional displays of power are the least effective ways to accomplish goals. Whether you're at the top of the corporate ladder, the middle, orthe bottom, this guide will help make your work fulfilling on every level From financial to personal. (shrink)

This study investigates the relative impacts of the facial width-to-height ratio on the first impressions business professionals form of business consultants when seeing their photographs on a corporate website or LinkedIn page. By applying conjoint analysis on field experiment data, we find that in a zero-acquaintance situation business professionals prefer low-fWHR business consultants. This implies that they prefer a face that communicates trustworthiness to one that communicates success. Further, we have investigated the words that business (...) professionals use to describe their preferred consultant. These approach motivations help practitioners to improve the picture-text alignment. The results underline the necessity to critically assess the pictures and text used on websites and media platforms such as LinkedIn for business purposes, and to see them as a key element of business and self-communication that can be altered in order to improve business ‘mating.’. (shrink)

Background: Bioethics consultations are conducted in varied settings, including hospitals, universities, and other research institutions, but there is sparse information about bioethics consultations conducted in corporate settings such as pharmaceutical companies. The purpose of this article is to describe a bioethics consultation service at a pharmaceutical company, to report characteristics of consultations completed by the service over a 6-year period, and to share results of a consultation feedback survey. Methods: Data on the descriptive characteristics of bioethics consultations were collected from (...) 2008 to 2013 and analyzed in Excel 2007. Categorical data were analyzed via the pivot table function, and time-based variables were analyzed via formulas. The feedback survey was administered to consultation requesters from 2009 to 2012 and also analyzed in Excel 2007. Results: Over the 6-year period, 189 bioethics consultations were conducted. The number of consultations increased from five per year in 2008 to approximately one per week in 2013. During this time, the format of the consultation service was changed from a committee-only approach to a tiered approach (tailored to the needs of the case). The five most frequent topics were informed consent, early termination of a clinical trial, benefits and risks, human biological samples, and patient rights. The feedback survey results suggest the consultation service is well regarded overall and viewed as approachable, helpful, and responsive. Conclusions: Pharmaceutical bioethics consultation is a unique category of bioethics consultation that primarily focuses on pharmaceutical research and development but also touches on aspects of clinical ethics, business ethics, and organizational ethics. Results indicate there is a demand for a tiered bioethics consultation service within this pharmaceutical company and that advice was valued. This company's experience indicates that a bioethics consultation service raises awareness about bioethics, empowers employees to raise bioethical concerns, and helps them reason through challenging issues. (shrink)

As ethical consultancy to business develops what are its principles, its methods and its possible pitfalls? The author is Professor of Business Ethics at the Netherlands School of Business, Nijenrode, and Chairman of the European Business Ethics Network.

Hospitals and businesses regularly utilize the services of ethics consultants—experts who help resolve ethical problems/dilemmas, provide guidance concerning ethical issues, and assist in the development of policies designed to increase the likelihood that ethically difficult or challenging situations that arise in the future will be resolved satisfactorily. Surprisingly, universities do not employ ethics consultants. In this essay, I will explore the idea of university ethics consultants.

Peg Tittle’s ambitious business ethics text brings together readings, cases, and the author’s own informed opinions. The second edition includes over a dozen new readings and case studies, as well as a new chapter on issues in Information and Communication Technology. _Includes_ - Canonical and topical readings on issues ranging from whistleblowing and advertising to international business, the nature of capitalism, and the environment - Engaging overviews from the author encourage careful reflection and critical examination of conventional assumptions (...) - _What to Do?_ scenarios and _Case Studies_ illustrate the practical relevance of each topic - Comprehensive introductions to ethical theory and the ethics of business - Questions following each selection test understanding and promote active reading - A primer on ethical institutions examines the role of ethics consultants, codes of ethics, and more. (shrink)

Management consultants and their moral standards and behaviour have been questioned and caricatured, but it is not sufficiently appreciated that they frequently have to operate in situations which are characterized by ambiguity, ignorance, uncertainty and sensitivity and they cannot always simply apply ethical rules in cooperating with their clients. In addition, more attention should be given to the ethics of the client, and “dual ethics” should be a joint concern. Research among consultants and clients has identified several ethical dilemmas frequently (...) experienced by consultants which are explained and explored. Dr Poulfelt is Associate Professor of Management at the Department of Management, Politics and Philosophy at Copenhagen Business School, Blaagaardsgade 23 B, DK‐2200 Copenhagen N, Denmark. (shrink)

Over the past 20 years business ethics in Europe witnessed a remarkable growth. Today business ethics is faced with two challenges. The first comes from the social sciences and consultants who have both reclaimed the topics of business ethics, regretfully often at the loss of the proper ethical perspective. The second comes from the remarkable rise of corporate social responsibility which has pushed aside the mainstream business ethics methodology with its emphasis on moral deliberation by the (...) individual. These challenges can be tackled by an institutional transformation in business ethics that links up to the long-standing European tradition of institutional analysis of the market. The second remedy is an enlargement of the research agenda in business ethics by coming closer to other parts of applied ethics where the business ethics view is at this moment grossly neglected. (shrink)

Clinical bioethics is big business. There are now hundreds of people who bioethics in community and university hospitals, nursing homes, rehabilitation and home care settings, and some who play the role of clinical ethics consultant to transplant teams, managed care companies, and genetic testing firms. Still, there is as much speculation about what clinically active bioethicists actually do as there was ten years ago. Various commentators have pondered the need for training standards, credentials, exams, and malpractice insurance for ethicists (...) engaged in clinical consultation. Much of the discussion seems to accept an implicit presumption that all clinical ethics consultation practices look pretty much alike. But is this accurate? What do clinical ethicists do, how and where do they do it, and what kind of clinical ethics is useful in the hospital and in other settings? (shrink)

This article is a transcript of an interview with Onno Bouwmeester, Professor in the Department of Management and Marketing, Durham University Business School, UK, and the Department of Management and Organization, Vrije Universiteit Amsterdam. The interview focused on his new book Business Ethics and Critical Consultant Jokes. New Research Methods to Study Ethical Transgressions, Springer, 2023.

Is business ethics a contradiction in terms? Absolutely not, says Robert Solomon. In fact, he maintains that sound ethics is a necessary precondition of any long-term business enterprise, and that excellence in business must exist on the foundation of values that most of us hold dear. Drawing on twenty years of experience consulting with major corporations on ethics, Solomon clarifies the difficult ethical choices all people in business are faced with from time to time. He takes (...) an "Aristotelian" approach to ethical questions, reminding readers that a corporation--like an individual--is embedded in a community, and that corporate values such as fairness and honesty are meaningless until transformed into action. Values--coupled with action--become virtues, and virtues make possible any good business corporate relationship. Without a base of shared values, trust and mutual benefits, today's national and international business world will fall apart. In keeping with his conviction that virtue and profit must thrive together, Solomon both examines the ways in which deficient values actually destroy businesses, and debunks the pervasive myths that encourage unethical business practices. Complete with a working catalog of virtues designed to illustrate the importance of integrity in any business situation, this compelling handbook contains a goldmine of wisdom for either the small business manager or the corporate executive struggling with ethical issues. (shrink)

Organizations are increasingly embedded with consultants and other non-employees who have the opportunity to engage in wrongdoing. However, research exploring the reporting intentions of employees regarding the discovery of wrongdoing by consultants is scant. It is important to examine reporting intentions in this setting given the enhanced presence of consultants in organizations and the fact that wrongdoing by consultants changes a key characteristic of the wrongdoing. Using an experimental approach, the current paper reports the results of a study examining employees' (...) reporting intentions subsequent to their discovery of wrongdoing by a consultant. The results of the study indicate that perceptions about the seriousness of a wrongdoing, personal costs and personal responsibility related to reporting a wrongdoing, and moral-equity judgments are significantly associated with reporting intentions for a normal reporting channel. Only perceptions of seriousness and personal costs are significantly associated for an anonymous reporting channel. Lastly, while personal costs for the anonymous reporting channel were lower than the normal reporting channel, reporting intentions were similar across the two channels. (shrink)

ObjectiveThe objective of the study was to explore the power of stakeholder consultation on employee engagement during a cross-border acquisition in a multi-cultural context. Further, to describe the psychosocial factors at play during the employee involvement process towards enhancing employee engagement.MethodsThis qualitative study presents the results from data collected in Tanzania through semi-structured interviews and analyzed in accordance with the hermeneutic circle and Tesch’s content analysis method.ResultsThe results of this study contribute to the body of knowledge to better understand the (...) psychosocial factors at play within a multi-cultural environment which inform stakeholder consultation and will enable or hinder employee engagement. A transitional space should be created, fostering mature stakeholder engagement, promoting employee inclusion, engagement, and knowledge sharing.ConclusionBringing together two worlds requires building bridges to cross the cliff between contexts and overcoming diversity challenges, while incorporating diversity management in the consulting process. A multi-cultural team should be established, incorporating diversity management, applying the principles of respect, participation and transparent communication, with regular feedback on decisions made. External stakeholders in authoritative positions are not well received and should consider traditional superiority versus business hierarchy when establishing leader-follower relationships. (shrink)

The latest research in Spain indicates that the most advanced neuromarketing consulting companies in the sector are those that have been able to innovate in the development of their own technologies and methodologies. Despite their reduced volume of business compared to total investment in Marketing and market research in our country, there are signs that suggest these companies have great potential to improve this sector, which is still to be explored. For this reason, this research straddling the ethnographic method (...) and the theoretical-descriptive method, aims to help us better understand the characteristic features of this sector by actively listening to the professional voices that lead it. Its epistemological value lies in its contribution to understanding the business culture related to the professional development of neuromarketing in our country today. The study shows that the main human resources strategy of neuromarketing consulting companies is based on the creation of multidisciplinary work teams. In addition, most of them develop data analysis software, which they can safeguard under various types of copy right, and on other occasions they manage to patent them, to later apply them to the objectives and purposes of their company. This would also explain the widespread use of certain procedures and resources by the vast majority of the consulting companies investigated. Thus, the trend in the market is the implementation of different synchronization software to the available technological and methodological resources. Others have even gone so far as to create a new technological support to incorporate methodologies already in use. Therefore, this gives them exclusivity in their services and the necessary competitive advantage over their competitors. Among other factors, these inferences about how this sector really works are very likely to be very useful in the academic field, which will constitute a further step in generating critical thinking and in expanding the frontiers of knowledge around this disciplin. (shrink)

This study aimed to identify the learning and business incubation processes and their impact on developing the performance of business incubators in Gaza Strip, and the study relied on the descriptive analytical approach, and the study population consisted of all employees working in business incubators in Gaza Strip in addition to experts and consultants in incubators where their total number reached (62) individuals, and the researchers used the questionnaire as a main tool to collect data through the (...) comprehensive survey method, where (55) questionnaires were retrieved with a recovery rate of (88.7%). The results of the study showed that there is a high approval of the variables of the study, where the dimension of incubation operations came with a relative weight (84.89%), followed by the learning dimension which got a relative weight (82.50%), while the performance level of the incubators got a relative weight (80.12%) and as the study results showed There is a positive relationship statistically between the two dimensions of learning and business incubation processes and performance development in business incubators, and the linear regression analysis model showed that the main effect in improving the performance of business incubators is "after business incubation operations" while it showed weak effect after learning. The study came out with several recommendations, the most important of which is that business incubators seek to reinforce the learning process and incubation processes for business, and the need to periodically evaluate their performance, and that a more effective mechanism be designed to follow up with companies after the end of the incubation period and monitor the progress of these companies. (shrink)

With the principles it brought, Islam aimed to first build the individual and then revive the society. In this context, the consultation (shûra) is an important socio-political-ethical principle. Given the purpose of revealing what is right it is no coincidence that God advises people to do their work in consultation,. Indeed, consultation has been practiced in the life of societies since ancient times. The Prophet, too, adopted to do business by consulting people who were experts in the issues that (...) did not receive revelation throughout his life, and he carried out many practices in this regard. Thus, he left a very important legacy for Muslims to reach a maturity that can stand on their own feet and to have the ability to shape their future in the following processes. It is essential for Muslims to take care of this legacy left to them, to prevent the political power from turning into tyrannical structures, to participate in and contribute to the decision-making mechanisms/administration. Doing business in consultation maintains its importance today as it was yesterday. Therefore, it is our main goal to reveal what kind of principle consultation is in terms of functionality. While doing this, attention was paid to include concept analysis, historical and factual reality, and the reflections of the principle to the present day in the content of the text. As a method, document analysis, one of the qualitative research methods, was preferred. As a result, it has been seen that the consultation has a very strong ground in the context of psychology and sociology. In this respect, it has been identified that the consultation, which seems to have a universal quality, has very positive effects on individual and especially social/political understanding. (shrink)

Organisations face an increasingly competitive and uncertain global environment, after recent experience of unparalleled technological advances and political shifts. Increased dependence on Information Technology (IT) will require appropriate human resource strategies, to develop individuals who will be capable of operating successfully within new organisational structures, with reduced management layers and a requirement for teamworking.This paper presents a university-industry based partnership, revolving around a final year Group Consultancy project, in which undergraduate students work with an external client on a live problem. (...) The project involves the use ofaction research methodology, where academic ideas are applied in the ‘real’ world of business. This is described in the context of group projects, which examine thelegacy system problems faced by three multi-national organisations. (shrink)

This article attempts to understand the state of teaching, training and research in business ethics in the South and South East Asian region. The countries surveyed are Bangladesh, Bhutan, Cambodia, India, Laos, Malaysia, Myanmar, Nepal, Pakistan, Sri Lanka, Thailand and Vietnam. The diversity across countries in the region is high in terms of economic development, political structuring and human development. The degree of privatization and globalization is varied across countries since each of them is in a different phase of (...) transition. In an earlier survey on Business Ethics, published in 1997, India was the only country from this region that was represented. In the current survey, 12 countries from the South and South East Asia are represented. While Business Ethics in academia is widely present, Corporate Social Responsibility, Governance and Sustainability though relatively new appear to be growing rapidly. Business Ethics courses tend to focus on functional ethics, managerial ethics and implementing codes of ethical conduct. Across the 12 countries, Business Ethics is taught either as an elective or a core course in most institutions. Training emphasis across countries is varied. While training institutions in India appear to be high, the presence of multinational consultants in Thailand, Malaysia, Bangladesh and Sri Lanka is significant. The research focus across countries in the region is weak. The high convergence on the top issues in Business Ethics, across respondents in different countries, is worthy of mention. (shrink)

Business students early on should be offered a course presenting and analyzing ethical dilemmas they will face as human beings both in the business world and in society. However, such a course should use literature, plays, and novels to illustrate ethical norms and values in the intertwined relationships of human activities. Better than business case studies, literature offers portraits of characters as leaders, employees, consultants, and other professionals, as ordinary human beings with conflicting desires, drives, and ambitions. (...) Literary texts offer excellent descriptions of the circumstances or the organizational settings in which people find themselves. I believe this is the best way to sensitize students without business experience when they are still open to such a formative learning process. At the same time, this pedagogical method linking ethics and literature may help to critically expose some of the weak or missing aspects of various management theories students encounter in their business curriculum and make them more observant and critical. (shrink)

Changes in health care have created a variety of new roles and opportunities for nurses in advanced practice. One of these changes is the increasing number of advanced practice nurses carrying out independent consultation. Differences in goals between business and health care may create ethical dilemmas for nurse consultants. The purpose of this article is to describe possible ethical pitfalls that nurse consultants may encounter and strategies to prevent or solve these dilemmas. Three themes related to nursing codes of (...) ethics will be discussed: the duty to uphold human rights, the duty to fulfill commitments, and the duty to practice the profession competently. (shrink)

During the evolution of business ethics as a profession, the fields it draws from have identified separate knowledge and skills they believe define business ethics; however, there is little agreement among these fields. This means the strengths of each are seldom combined to guide ethical decision making in business and industry, which leaves business ethicists looking less effective, and perhaps less professional, than their counter-parts in medicine and law. It also means that those who have been (...) thrust into the role of guiding business ethics – or those who have added the title of ethics consultant after their name, without having the preparation to do so, have no standards to look to.This article examines one of the touchstones of mature professions, performance standards by which members of the profession can measure themselves and the profession can self-monitor. Further, it suggests that business ethics has not yet addressed one of the standards by which all professions are measured, that of service. (shrink)

What are the ethical concerns among the growing populations of business people in Central & Eastern Europe, and how might they be dealt with practically in the course of business life? David Murray has been a management consultant since 1979 working primarily with the Hay Group in the area of strategic organisational change. Since founding Maine Consulting Services in 1991 he spends most of his time in the field of business and professional ethics, also holding a Visiting (...) Fellowship at the University of Central Lancashire. He is chairman of the Professional & Technical Board at the (British) Institute of Quality Assurance and a coordinating editor of the quarterly Organisations & People. Marek Kucia is a social researcher operating his own research agency (which organised the Polish part of this exercise) and an academic teaching sociology, and conducting and co‐ordinating Central European Studies at the Jagiellonian University, Krakow. He studied political science, sociology and philosophy at Krakow and studied for his PhD at Oxford. He has also worked for Gallup, London, in opinion and market research. This survey report is based on presentations made in April 1994 to the EBEN Research Centres Conference in Prague, and in June 1994 to the conference on “Ethics in Transition” organised in Gödöllö, Hungary, by the Democracy after Communism Foundation, Budapest. The authors wish to acknowledge the major contribution to this work of Mr Juraj Kusnierik of the Central European Foundation, SEN, Bratislava, who co‐ordinated the survey exercise. The project was sponsored by The Ethics Development Initiative, CARE, London; the Central European Foundation, SEN, Bratislava, Slovakia; SIS Ltd., Bratislava, Slovakia; and Maine Consulting Services, 16 Acrefield, Blackburn, Lancashire, England BB2 7BJ, to which all correspondence connected with this report should be addressed. (shrink)

The American Society for Bioethics and Humanities poses a chal­lenge in Core Competencies for Healthcare Ethics Consultation: health care ethics consultation services “should be able to demonstrate their value to those who pay for the service, as well as to those whom the service is intended to serve.” To respond to this challenge, this article provides a brief review of the literature on evaluating ethics consultation in its traditional frameworks of quality outcomes. The author follows this discussion with a new (...) methodology to evaluate ethics consultation on the basis of the intrinsic good of the service. He ends with a novel risk-based assessment to complement the evaluation of clinical ethics services grounded in the Ethical and Religious Directives for Catholic Health Care Services. (shrink)

A remarkable turnaround by a leader with a remarkable philosophy: Find your noble purpose. Put people at the center. Unleash human magic. "It was Fall in Minnesota. It was getting cold and we were supposed to die." This is how Hubert Joly describes the early, dark days as CEO of Best Buy, a job most thought he was crazy to accept. Amazon was tearing a disruptive path through retail, but in the face of that existential threat Joly did something remarkable: (...) he saved Best Buy and remade it into a thriving company rated as one of the most desirable businesses to work for. Having recently stepped down as Chairman and CEO, Joly is ready to share the leadership principles that underpinned the resurgence of Best Buy and that he believes are at the heart of business: pursue a noble purpose, put people at the center, unleash human magic, and treat profit as an outcome. There was a time when many would call this a soft philosophy. But times are changing. Best Buy and 180 other companies signed the momentous Business Roundtable statement in support of stakeholder capitalism. The Covid-19 pandemic further pushed many businesses to lead from a place of purpose and with humanity. The changes underway are not a revolt, but a revolution. And Joly provides concrete advice on how to implement principles that can serve as beacons for the next era of capitalism. Joly himself was transformed from a hard-charging, deeply analytical McKinsey consultant to a leader who believes in what he calls human magic. He will share how so much of what he initially learned about management is either dated, incomplete, or simply wrong-including how to turn around a business, develop and implement a strategy, mobilize an organization, and what it takes to be a great leader. The leadership principles Joly lays out worked at Best Buy. They can also contribute to the necessary re-foundation of business and capitalism around purpose and humanity. (shrink)

Plato decided that the poets, that is, all creative writers, should be banned from his ideal state. He objected to the claim that they imparted knowledge to their audiences. The poets gave no explanation of the basis for the stories that they told or the conclusions to which those stories led. Plato denied the validity of any claim to knowledge that was not accompanied by an account that justified the claim. Management scholars make comparable objections to management consultants. They argue (...) that consultants use rhetoric and story-telling to persuade clients of their knowledge, when their services often have no foundation in real knowledge. Consultancy knowledge is to a large extent socially constructed, dependent for its status as knowledge on clients’ acceptance of it as such. Consultants often sell their services and persuade clients of their value by appealing to their relevance to passing management fashions and fads. The poets necessarily are susceptible to Plato’s objections, because they are creative artists whose proper business is primarily to entertain rather than to impart knowledge. By contrast, consultants have a clear role in imparting and applying management knowledge. They should respond to management scholars’ objections by shifting their focus ever more sharply towards the technoeconomic contributions that consultants can make to their clients, and away from the use of rhetoric and story-telling to promote their services. (shrink)

A random sample of 207 national business consultants is employed to test the effects of individual values and professional ethics on consulting behavior. The results suggest that the individual values held by consultants are positively correlated with professional ethics, but are negatively correlated with consulting behavior. Moreover, there appears to be no significant relationship between the professional ethics of consultants and business consulting behavior. Findings and issues regarding the effectiveness of codes of ethics and implications for both the (...) provider and recipient of professional consulting services are discussed. (shrink)

Managers often ask why their firm should have an ethics program, especially if no one has complained about unethical behavior. The pursuit of business ethics can cost money, they say. It can lose sales to less scrupulous competitors and can drain management time and energy. But as Harvard business professor Francis Aguilar points out, ethics scandals (such as over Beech-Nut's erzatz "apple juice" or Sears's padded car repair bills) can severely damage a firm, with punishing legal penalties, bad (...) publicity, and irreparably injured customer relations. Equally important if less obvious, unethical behavior can undermine a firm's organizational spirit. On the other hand, Aguilar argues, in a well run firm, ethical programs can actually enhance corporate performance, strengthening the company at every level and supercharging employee risk taking and innovation. In Managing Corporate Ethics, Aguilar shows managers how to create ethical programs within their organizations that not only discourage large-scale wrongdoing, but can contribute substantially to the achievement of corporate excellence. Aguilar's program is down-to-earth and comprehensive, and based on his extensive research on highly successful, ethical companies, both large and small. He recommends action on three fronts: first, get senior management to provide effective ethical leadership; second, set up an ethics program that promotes concern for the interests of people affected by the firm's operations and that provides safeguards against corrupting business pressures; and third, staff the company with ethical people and surround the organization with ethical advisors (including legal, financial, accounting, tax, and marketing consultants). To illuminate this three-step program, Aguilar incorporates the lessons learned in his in-depth study of ten prominent firms with proven successful ethics programs--among them Hewlett-Packard, Johnson & Johnson, Nucor Steel, Cray Research, ServiceMaster, and Texas Instruments. He examines Lincoln Electric's attention to compensation and job security to ensure quality products and to reduce the pressure or temptation to act unethically. He shows how General Mills, while pushing product line managers to compete aggressively, uses corporate staff units to guard against illegal or unacceptable claims (testing cake recipes, for example, to see if a product's quality fails under the less-than-perfect conditions of a normal kitchen). And he details how Armstrong World Industries uses pep talks, inspirational stories, role models, and ready access to management to promote ethical standards among employees. Throughout, Aguilar demonstrates convincingly that an ethical program pays dividends: that employees, suppliers, customers, and the community at large know when they are being treated in a positive and constructive manner, and are likely to respond in kind. Packed with real life examples of successful (and failed) ethical programs, Managing Corporate Ethics is a valuable roadmap to an often overlooked source of business success. (shrink)

One of the key debates about applying virtue ethics to business is whether or not the aims and values of a business actually prevent the exercise of virtues. Some of the more interesting disagreement in this debate has arisen amongst proponents of virtue ethics. This article analyzes the central issues of this debate in order to advance an alternative way of thinking about how a business can be a form of virtuous practice. Instead of relying on the (...) paired concepts of internal and external goods that define what counts as virtuous, I offer a version of speech act theory taken from Paul Ricoeur to show how a business can satisfy several aims without compromising the exercise of the virtues. I refer to this as a polyvalent approach where a single task within a business can have instrumental, conventional, and imaginative effects. These effects correspond to the locutionary, illocutionary, and perlocutionary dimensions of meaning. I argue that perlocution provides a way in which the moral imagination can discover the moral significance of others that might have not been noticed before, and furthermore, that for such effects to be practiced, they require appropriate virtues. I look at two cases taken from consultation work to thresh out the theoretical and practical detail. (shrink)

A businessperson acts,quabusinessperson, in two institutional contexts which in principle are completely distinct, and normally entail two different ways of relating to other people; on the one hand as an actor in the market, and on the other as the employees’ manager. We shall assume that different sets of norms govern how to relate to trading partners in the market and how to relate to subordinates in the company. The moral problems which arise in the two different institutions for conducting (...) human relations consequently also differ. The main problem relating to market operations originates in the fact that one achieves the most desirable consequences when the objective as such is difficult to justify on moral grounds. Profit is the target, if necessary at the expense of the person one is dealing with. In this context—i.e. in the market—altruistic considerations, or acting out of consideration for the other party, can produce socially undesirable results. The problems confronting the businessperson as manager are of a different nature. We shall not be considering all aspects of management or consultancy ethics, only what we regard as in principle the fundamental problem, one which in fact applies to all management in modern society. (shrink)