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46803 results in Management

Page 1953 of 2341

  • The Moral Manager: Communicative Ethics and the Exxon Valdez Disaster

  • Michael G. Bowen, F. Clark Power
  • Journal:
    Business Ethics Quarterly / Volume 3 / Issue 2 / April 1993
    Published online by Cambridge University Press:
    23 January 2015, pp. 97-116
    Print publication:
    April 1993

  • For many, the case of the Exxon Valdez oil spill has become a symbol of unethical corporate behavior. Had Exxon’s managers not callously pursued their own interests at the expense of the environment and other parties, the accident would not have happened. In this paper, we (1) present a short case study of the Valdez incident; (2) argue that many analyses of the case either ignore or fail to give sufficient weight to the uncertainties managers often face when they make decisions; and (3) propose a framework for moral management grounded in principles of communicative ethics, moral dialogue, and in the non-traditional ideas of many current management and behavioral decision theorists. From this view, the moral manager is not expected to know the “correct” answer to every ethical issue, but rather to participate responsibly in an open dialogue with other interested parties.

  • Kohlberg Kravis Roberts & Co. and the Restructuring of American Capitalism

  • Allen Kaufman, Ernest J. Englander
  • Journal:
    Business History Review / Volume 67 / Issue 1 / Spring 1993
    Published online by Cambridge University Press:
    13 December 2011, pp. 52-97
    Print publication:
    Spring 1993

  • Kohlberg Kravis Roberts & Co. (KKR) played the lead role in pursuing large-scale leveraged buyouts in the U.S. market for corporate control in the 1980s by taking advantage of investment opportunities created by three decades of public policies regarding antitrust, pensions, corporate governance, and banking. KKR's innovations were its ability to overcome investors' collective action and monitoring problems by arranging takeovers through limited partnerships and by managing acquired firms through shared equity ownership with management. These organizational innovations, when combined with the financial changes of the 1980s, allowed KKR and its investor-controlled associations to challenge managerially controlled firms.

  • Editor's Corner

  • Journal:
    Business History Review / Volume 67 / Issue 1 / Spring 1993
    Published online by Cambridge University Press:
    13 December 2011, pp. 140-141
    Print publication:
    Spring 1993
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Page 1953 of 2341