By Alan E. Singer
ISBN-10: 9812701451
ISBN-13: 9789812701459
This quantity brings jointly 18 leading edge articles on company technique and ethics. initially showing in reputed journals, the articles are interrelated and concentrate on advanced linkages among ethics and approach in enterprise. the 1st of its 3 sections discusses a variety of frameworks constructed via the writer that explicitly combine approach with ethics. the second one part contains articles putting enterprise ethics relative to management-science types and structures pondering. the ultimate part applies a number of the foregoing rules to strategic and social concerns, together with poverty relief, corruption aid, political divestment judgements, highbrow estate rights, and pharmaceutical commercial approach.
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Extra info for Integrating Ethics With Strategy: Selected Papers of Alan E. Singer
Example text
G. Quinn, 1977). g. Dobson and White, 1995). (v) Expressive rationality — continuous goal processes. In the absence of a definitive goal, the search for individuals’ goals is continuous and important, or rational, in its own right. It underpins a person’s sense of autonomy (self management) which is of ultimate value, beyond what is normally considered as economic wealth. This applies to the expressively rational individual (Hargreaves-Heap, 1989) as it does to “rational” organisations. (vi) Systemic (posterior) rationality — emergent strategic vision.
7 Systems (Stakeholder versus Shareholder Revisited) Several components of the dualism can be brought together into “dual” descriptions of real or hoped-for business “systems”. In “System 1” stakeholder relations are viewed instrumentally as a means to create wealth. NGOs are worthy adverseries, governments are lobbied in pursuit of narrow interests. This is business-as-usual, as many see it. g. management teams) have authentically mixed motives. Benevolent ruler-managers believe they can protect themselves from dissenting shareholders by arguing that the strategy is at least consistent with commercial goals.
6 Conclusion Strategy as moral philosophy has broad implications for the type of socially engaged business policies that were described at the outset. To see this more clearly it is helpful to draw a distinction between an old-game of strategy and a new-game. The “old game” assumed (for good reasons) rational utility maximising behaviour and it was properly analysed (or squarely based upon) managerial-economics. Profit-maximising “firms”, competed against each other, subject to laws of a government of a reasonably benevolent or far-seeing nation state, or empire.
Integrating Ethics With Strategy: Selected Papers of Alan E. Singer by Alan E. Singer
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