Understanding Managers' Moral Decision-Making

The paper discusses managers' moral decision-making based on analyses of managers' talk when they are facing a morally problematic situation. The qualitative data was collected by a survey questionnaire from Finnish top managers in large manufacturing companies. The research questions are:...

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Detalles Bibliográficos
Autor principal: Kujala, Johanna (Autor)
Tipo de documento: Electrónico Artículo
Lenguaje:Inglés
Verificar disponibilidad: HBZ Gateway
Interlibrary Loan:Interlibrary Loan for the Fachinformationsdienste (Specialized Information Services in Germany)
Publicado: 2003
En: International journal of value-based management
Año: 2003, Volumen: 16, Número: 1, Páginas: 37-52
Otras palabras clave:B ethical theories
B moral decision-making
B Qualitative Research
B Moral Reasoning
Acceso en línea: Volltext (lizenzpflichtig)
Descripción
Sumario:The paper discusses managers' moral decision-making based on analyses of managers' talk when they are facing a morally problematic situation. The qualitative data was collected by a survey questionnaire from Finnish top managers in large manufacturing companies. The research questions are: How managers construct good in their speech? How managers reason for a moral choice? Managers' reasoning is analysed by grouping the responses according to whether they agree or disagree with the presented moral dilemma, and by finding the cultural distinctions managers make in the responses. The analysis shows that ethical theories are used, if not explicitly, at least implicitly in managers' moral decision-making. Good is constructed in managers' speech by either referring to the consequences of an action, to certain moral norms or rules, or to the culturally accepted way of action. The content of the reasons for a moral choice varies depending on whether the response reflects disagreeing, agreeing or uncertain attitude towards the given moral dilemma.
ISSN:1572-8528
Obras secundarias:Enthalten in: International journal of value-based management
Persistent identifiers:DOI: 10.1023/A:1021926716680