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• Cover
• Title Page
• Copyright Page
• Contents
• About the Editors
• Preface
• Introduction to this Volume on Business Ethics
• References
• Acknowledgments
• PART 1 FOUNDATIONS
• Chapter 1 Behavioral Business Ethics: The Journey from Foundations to Future
• Abstract
• Defining Behavioral Business Ethics
• Setting the Stage – Pre-1980s Work in Business Ethics
• Pre-1960s
• The 1960s
• The 1970s
• The Birth of Behavioral Business Ethics/The Beginning of a “Fad” – 1980s
• Contributions by Marketing Scholars
• Contributions from Moral Psychology
• Contributions by Management Scholars
• The “Fad” Takes Off – 1990s to Early 2000s
• A Rise in Business Ethics Research – The 1990s
• Beyond Rationalist Models – The 2000s
• Where Do We Go from Here? Future Directions and Research Opportunities
• Engaging with Cross-cultural Differences and Similarities
• Engaging with Qualitative Methods and Looking across Levels
• Engaging with the Past
• Conclusion
• References
• Chapter 2 Ethical Implications of the Fourth Industrial Revolution for Business and Society
• Abstract
• The Gig Economy
• Technological Unemployment
• Inequality
• Market-based Redistribution
• Universal Basic Income
• Meaning of Life
• Duty to Hire?
• Third-way Solutions
• Three Issues in AI Ethics
• Machine Ethics
• Explainable AI and a Right to Explanation
• AI as Scapegoat and the Principle of Fair Reciprocity
• The Scapegoat Argument
• Automation vs Augmentation
• Toward the Accountability of Augmentation
• Conclusion: Reinventing Business
• Notes
• References
• PART 2 INFLUENCES ON INDIVIDUAL DECISION-MAKING
• Chapter 3 Virtue Ethics in Business: Scale and Scope
• Abstract
• What Is Virtue Ethics?
• Main Sources of Virtue Ethics in Business
• Alasdair MacIntyre in VE in Business
• Thomistic VE in Business and Its Encyclical Developments
• Positive Organizational Scholarship
• Main Themes in Virtue Ethics in Business
• Theory of Work
• Theory of the Firm
• Further Research Opportunities
• References
• Chapter 4 Trickle-down Effects of Unethical Leadership: The Role of Meaning-making
• Abstract
• Introduction and Purpose
• Theoretical Background
• Definitions: Unethical Leadership, Trickle-down Effects, and Meaning-making
• Trickle-down Phenomenon
• Sense-making vs Meaning-making
• Meaning-making
• Survival, Group Membership, and Strain
• Social Information Processing and Attribution Theories
• Social Information Processing Theory
• Attribution Theory
• Methodology
• Positivist Rendering of Meaning-making
• Participants
• Interview Protocol
• Data Validation and Triangulation
• Methodological Rigor
• Analysis
• Coding Methods
• Social Information Processing
• Attribution Theory
• Survival, Group Membership, and Strain
• Discussion
• Strengths and Limitations
• Conclusion
• References
• Appendix:
• Chapter 5 Expressive Business Ethics
• Abstract
• Introduction
• The Background of Expressive Ethics
• Does Expressive Business Ethics Make Sense?
• Can (Non-)Expressions Be Wrong?
• The Nature of an Expressive Wrong
• Firing
• Immoral Investing
• Compensation
• The Future of Expressive Critiques: Metaethics Wanted
• Acknowledgment
• Notes
• References
• Chapter 6 Cognitive Moral Development in Ethical Decision-making
• Abstract
• Introduction
• The Evolution of Moral Development
• Social Intuitionist Moral Reasoning
• Neuroscientific Dual-process Moral Judgment
• Behavioral Ethics
• New Directions in Moral Judgment
• The Art of Ethical Decision-making
• Knowledge
• Being Present in the Moment
• Emotion
• Practice
• Notes
• References
• PART 3 ORGANIZATIONAL LEVEL ETHICS
• Chapter 7 Morality in Groups
• Abstract
• Introduction
• A Review of Research on Morality in Groups
• Moral Reasoning
• Moral Foundations Theory
• Moral Emotions
• Social Identity
• Social Norms
• Where Do We Go from Here?
• Morality at the Mesolevel
• Moral Emotions in the Social Environment
• Discussion
• Conclusion
• Notes
• References
• Chapter 8 How Can Observers Effectively and Safely Engage with Unethical Organizational Behaviors?
• Abstract
• Introduction
• Obstacles to Observer Engagement with Unethical Organizational Behavior
• Micro-level Individual Obstacles
• Meso-level Organizational Obstacles to Engagement
• Organizational Culture
• Performance Evaluation and Compensation Systems
• Communication Systems
• Macro-level Environmental Obstacles
• Clientelist, Crony Capitalism
• Competitive Pressures
• Observer Engagement Methods
• Evocation and Framing of Dialogic Engagement as Consistent with the Vision and Values of the Organization
• Win–win Incentive and Ethics Networking Methods
• Internal and External Whistle-blowing Methods
• If the Observer Is in a Position of Organizational Power, Top-down Forcing Methods
• Linking of Observer Engagement with Countervailing External Social Movements
• Conclusion
• References
• Chapter 9 The Dark Side: Giving Context and Meaning to a Growing Genre of Ethics-related Research
• Abstract
• Why Does Dark Side Research Exist?
• Why Do Ethics Concepts Have Dark Sides?
• Why Do Scholars Pursue Dark Side Research?
• Different Avenues to the Dark Side
• TMGT
• Unintended Consequences
• Moderators
• Ramifications
• Moving Forward
• Conclusion
• References
• PART 4 NEW FRONTIERS
• Chapter 10 Neuroscience Research and Ethical Leadership: Insights from a Neurological Micro-foundation
• Abstract
• Leadership Ethics and Responsibility
• Social Cognitive Neuroscience and Ethical Leadership
• Understanding Oneself: Self-reflection and Self-regulation
• Understanding Others: Theory of Mind and Empathy
• Leading Others: Trust, Fairness, and Cooperation
• The Contribution of Social Cognitive Neuroscience to Ethical Leadership: Toward an Agenda for Future Research
• Neuroscience Research and Leadership
• Limitations of the Dialogue between Neuroscience and Leadership
• Future Research Agenda
• Conclusion
• References
• Chapter 11 A Humanistic Ontology for Responsible Management
• Abstract
• Introduction
• Managerial Responsibility and the Limits of Prior Responses
• Corporate Governance as Structural Response
• CSR as Strategic Response
• Limitations of the Economistic Ontological Blueprint
• A Humanistic Ontology For Managerial Responsibility
• Sociality
• Emotionality
• Morality
• Balance
• Toward a Consilience of Knowledge Challenging Economism
• A Humanistic Model For Responsible Management
• Baseline Model
• The Drive to Acquire (dA)
• The Drive to Defend (dD)
• A Humanistic Extension
• The Drive to Bond (dB)
• The Drive to Comprehend (dC)
• Dignity as a Universal Threshold
• Well-being as the Ultimate Objective
• Responsible Management and the Humanistic Paradigm
• Future Streams of Research
• Conclusion
• Notes
• References
• Chapter 12 Scalpels Not Machetes: A Call for the Use of Precision Tools in Ethics Research
• Abstract
• Introduction
• Theoretical Rationale
• Theoretical Overview and Hypotheses
• Organizational Support
• General versus Specific Types of Organizational Support
• Perceived Organizational Support for Ethics (POS-E)
• Methods
• Sample and Procedures
• Measures: Outcome Variables
• Pressure to Violate Organizational Ethical Standards
• Pressure to Violate Personal Ethical Standards
• Ethically Risky Work Setting
• Preparedness to Handle Ethical Violations
• Job Satisfaction
• Measures: Predictor Variables
• Perceived Organizational Support (POS)
• Perceived Organizational Support for Ethics (POS-E)
• Control Variables
• Results
• Preliminary Analyses
• Structural Analyses: Hypothesis Testing
• Discussion
• Practical Implications
• Future Research
• Limitations
• Conclusion
• Note
• References
• About the Authors
• Index