Skip to main content Accessibility help
×
  1. Home
  2. Browse subjects
  3. Management
  4. Content listing

Refine search

Refine search

Access:
Content type:
Publication date:
Apply   From and To filters
Subject: Show more
Journals Show more
Publishers: Show more
Societies Show more
Series: Show more
Collections: Show more

Actions for selected content:

Select all | Deselect all
  • View selected items
  • Export citations
  • Download PDF (zip)
  • Save to Kindle
  • Save to Dropbox
  • Save to Google Drive

Save Search

You can save your searches here and later view and run them again in "My saved searches".

Please provide a title, maximum of 40 characters.
Cancel
×

46862 results in Management

Page 1989 of 2344

  • Business Ethics and Stakeholder Analysis

  • Kenneth E. Goodpaster
  • Journal:
    Business Ethics Quarterly / Volume 1 / Issue 1 / January 1991
    Published online by Cambridge University Press:
    23 January 2015, pp. 53-73
    Print publication:
    January 1991

  • Much has been written about stakeholder analysis as a process by which to introduce ethical values into management decision-making. This paper takes a critical look at the assumptions behind this idea, in an effort to understand better the meaning of ethical management decisions.

    A distinction is made between stakeholder analysis and stakeholder synthesis. The two most natural kinds of stakeholder synthesis are then defined and discussed: strategic and multi-fiduciary. Paradoxically, the former appears to yield business without ethics and the latter appears to yield ethics without business. The paper concludes by suggesting that a third approach to stakeholder thinking needs to be developed, one that avoids the paradox just mentioned and that clarifies for managers (and directors) the legitimate role of ethical considerations in decision-making.

    So we must think through what management should be accountable for; and how and through whom its accountability can be discharged. The stockholders’ interest, both short- and long-term, is one of the areas. But it is only one.

    Peter Drucker, 1988Harvard Business Review

  • BHR volume 65 issue 4 Cover and Front matter

  • Journal:
    Business History Review / Volume 65 / Issue 4 / Winter 1991
    Published online by Cambridge University Press:
    13 December 2011, pp. f1-f10
    Print publication:
    Winter 1991
    • Article
      • You have access
    • PDF
    • Export citation

  • When is “Everyone's Doing It” A Moral Justification?

  • Ronald M. Green
  • Journal:
    Business Ethics Quarterly / Volume 1 / Issue 1 / January 1991
    Published online by Cambridge University Press:
    23 January 2015, pp. 75-93
    Print publication:
    January 1991

  • The claim that “Everyone's doing it” is frequently offered as a reason for engaging in behavior that is widespread but less-than-ideal. This is particularly true in business, where competitors’ conduct often forces hard choices on managers. When is the claim “Everyone's doing it” a morally valid reason for following others’ lead? This discussion proposes and develops five prima facie conditions to identify when the existence of prevalent but otherwise undesirable behavior provides a moral justification for our engaging in such behavior ourselves. The balance of the discussion focuses on testing these conditions by applying them to a series of representative cases in business ethics.

Page 1989 of 2344