西方企业政治行为伦理研究现状与启示

本文综括性地介绍了西方企业政治行为伦理问题的产生,主要的伦理理论,相关的伦理标准与伦理框架,以及对非道德企业政治行为的治理问题。对处于社会转型期的中国,企业政治行为的合法性与伦理问题更值得研究和关注,而西方学者的这些相关研究将给我们带来启发和借鉴。     

影响企业员工伦理决策的关键因素研究

选取个体道德认知发展、心理控制源和企业文化3个因素作为影响企业员工伦理决策的关键因素,探寻它们对伦理决策过程的具体作用路径。研究结果显示,个体道德认知发展对伦理判断和伦理行为意向有显著的正向影响,心理控制源对伦理决策的3个阶段都产生影响,企业文化的弹性维度对伦理认知有显著的正向影响。     

伦理人假设的研究

伦理人假设是指在以人为本的基础上,追求利润的同时承担社会责任,以达到追求卓越与和谐的统一。文章在分析伦理人假设的内涵和特点后指出,应结合中国文化传统和西方科学管理,贯彻"伦理人"人性假设思想,从而使企业提升社会责任意识,注重领导决策伦理化和培养员工的工作伦理,以实现个人、组织和社会之间的和谐发展。     

基于层次分析法的新产品开发效率评价研究

本文运用层次分析法建立了新产品开发评价指标体系,为企业不断改进、提高新产品开发效率提供相关决策的依据。     

决策评价系统数学模型设计及实现

本文运用层次分析法(AHP)、调整判断矩阵、建立模糊关系矩阵等给出了通用多层次、多目标综合决策评价系统数学模型。主要步骤是建立系统层次结构模型,构建群组决策两两判断矩阵,计算单层次排序权重和针对评价目标的层次总排序权重,最终得到评价结果。为决策评价系统设计提出完整、高效和可行的解决方案。     

基于层次分析法的企业IT外包风险评价分析

针对企业IT外包过程中存在的风险,本文首先利用文献研究总结的方法识别出IT外包的风险因素,建立了比较完整的风险指标体系,接着介绍了层次分析法的一般原理和步骤,而后在层次分析法的基础上对存在的风险建立风险评价模型,从而为企业在进行IT外包决策时提供参考依据。     

三级医院A医护人员薪酬体系优化

本文主要应用层次分析法来建立岗位评价。层次分析法简称AHP,在20世纪70年代中期由美国运筹学家T.L.Saaty正式提出。它是一种定性和定量相结合的、系统化、层次化的分析方法。在层次分析法过程中,需要判断各项要素的重要性、决策变量相对于评判标准的优先级,也即重要性。通过计算得出各个标准的权重。这种量化决策变量的方式,为管理者决策提供了有力的依据。     

改善融资方式 优化资本结构

1958年MM理论的提出奠定了现代资本结构决策的基石,在此基础之上,西方财务管理学家不断完善和修正最优资本结构的理论并证明了企业融资偏好的顺序。本文通过对各种融资方式的特点分析,揭示出目前我国企业在融资方式上存在的问题。探讨其成因并提出了我国企业合理确定资本结构的途径。     

西方国家劳资关系中的集体谈判

在西方国家,集体谈判既是工人参与企业民主管理和社会决策的主要途径,也是处理劳资关系的重要手段和基本方式。据国际劳工组织统计,     

基于AHP的灰色关联法在企业战略决策中的应用研究

针对企业战略决策中的战略方案选择定量化问题,建立拟选方案的评价指标体系。在此基础之上,把层次分析法的思想融入到灰色关联法之中,运用层次分析法确定评价指标的权值,以待选方案的关联度作为评价标准,建立战略决策模型。最后,结合实际案例,对模型的建立过程和步骤进行验证,并与层次分析法所得的结果进行比较,证明了模型的可行性和有效性,而且对多方案多指标的决策更能体现其客观性。     

How Will We Know It When We See It? Conceptualizing the Ethical Organization

How might one conceptualize the ethical organization? The argument presented here is that the truly ethical organization accentuates three main components. First it must be law-abiding in its basic execution of its organizational ethical responsibility. Second, the organization must exercise strong ethical leadership in its day-to-day operations and policies. Finally, at the organizational level, there must be ongoing monitoring processes ensuring compliance of the organization. Specific techniques for consistent, ongoing monitoring and enforcement of ethical compliance by an objective party are described.     

Corporate planning for social responsibility

From his position as Senior Chaplain of a team of Industrial Chaplains, working in industry yet not part of it, the author probes the necessity for a global perspective as a setting for all decisions. The multi-national family of man with limited resources provides the context for multi-national planning and for corporate strategies. We need an ethic for society so that ethical considerations are seen to be pertinent to relationships between nations as well as relations between individuals. This paper suggests a simple model of the ethical dimensions of a global village, which will enable us to see the world perspective while operating at the corporate level and with immediate responsibilities that seem limited but are extensive.     

A dynamic and cyclical model of bounded ethicality

We introduce a new model of bounded ethicality which helps explain three persistent puzzles of ethical behavior: when moral awareness is or is not present, when ethical behavior is more or less consistent with past behavior, and when blind spots obscure our ethical failures. The original conception of bounded ethicality (Chugh, Banaji, & Bazerman, 2005) described the systematic psychological constraints on ethical behavior and has contributed to our field's understanding of the phenomena of everyday, “ordinary” unethical behavior. In this more detailed model, we delineate these systematic processes and mechanisms and show how concepts of automaticity, self-view, and self-threat play critical roles in our ethical decision-making. The model describes distinct, asymmetric patterns of (un)ethical behavior and pinpoints the contingency which determines which pattern is more likely to unfold, including when we will trend to more or less automaticity and more or less ethical behavior. Our model integrates and synthesizes many of the key models and findings in recent behavioral ethics research into a single, overarching model of ethical decision-making, offering an anchor for new questions and a new realm of study.     

Situational impacts on leader ethical decision-making

Leader ethical decision-making has received a great deal of attention in the academic literature. Most research examining ethical leadership has focused on the leader characteristics and subordinate outcomes associated with ethical leadership, but research examining the situational variables influencing leader ethical decision-making is limited. Thus, the purpose of this study was to examine a number of situational variables that may influence leader ethical decision-making. This study examined the impacts of performance pressure, interpersonal conflict, the leader's decision-making autonomy, the type of ethical issue at hand, and the level of authority of the other person involved in the interaction. The results indicated that when making a decision in response to a superior (as opposed to a peer or subordinate), leaders make worse decisions. Additionally, a number of interactions of the other variables negatively impacted leaders' ethical decision-making. The implications of these findings are discussed.     

Formal Infrastructure and Ethical Decision Making: An Empirical Investigation and Implications for Supply Management

Building on Rest's (1986) conceptual model of ethical decision making, we derive and empirically test a model that links an organization's formal ethical infrastructure to individuals’ moral awareness of ethical situations, moral judgment, and moral intention. We contribute to the literature by shedding light on the importance of a multifaceted formal ethical infrastructure—consisting of formal communication, recurrent communication, formal surveillance, and formal sanctions—as a crucial antecedent of moral awareness. In so doing, we discern how these four elements of a formal ethical infrastructure combine to collectively influence moral awareness based on a second‐order factor structure using structural equation modeling. We test our model based on survey data from 805 respondents with significant work experience across three separate ethical scenarios. Our results across the three scenarios provide overall support for our model. We found that a second‐order factor structure for the formal ethical infrastructure explains the variance among the four infrastructure elements and that a multifaceted formal ethical infrastructure significantly increases moral awareness. Our results further suggest a strong positive effect of moral awareness on moral judgment, which in turn was found to have a positive impact on moral intention. These results were substantiated when taking several individual and contextual control variables into account, such as gender, age, religiosity, work satisfaction, and a de facto ethical climate. Implications for theory, practice, and supply management are discussed.     

International Evidence on the Determinants of Organizational Ethical Vulnerability

This paper proposes a model to explain what makes organizations ethically vulnerable. Drawing upon legitimacy, institutional, agency and individual moral reasoning theories we consider three sets of explanatory factors and examine their association with organizational ethical vulnerability. The three sets comprise external institutional context, internal corporate governance mechanisms and organizational ethical infrastructure. We combine these three sets of factors and develop an analytical framework for classifying ethical issues and propose a new model of organizational ethical vulnerability. We test our model on a sample of 253 firms that were involved in ethical misconduct and compare them with a matched sample of the same number of firms from 28 different countries. The results suggest that weak regulatory environment and internal corporate governance, combined with profitability warnings or losses in the preceding year, increase organizational ethical vulnerability. We find counterintuitive evidence suggesting that firms’ involvement in bribery and corruption prevention training programmes is positively associated with the likelihood of ethical vulnerability. By synthesizing insights about individual and corporate behaviour from multiple theories, this study extends existing analytical literature on business ethics. Our findings have implications for firms’ external regulatory settings, corporate governance mechanisms and organizational ethical infrastructure.     

Effects of ethical leadership on emotional exhaustion in high moral intensity situations

Emotional exhaustion is a threat to standard operations, particularly in organizations in which physical safety is at risk. High moral intensity is inherent in such organizations due to the magnitude of consequences associated with ethical/unethical conduct. The authors proposed a psychological process in which ethical leadership affects emotional exhaustion directly and indirectly through team cohesion. As military operational contexts typically are (or frequently have the potential to become) high moral intensity situations, the authors tested their model among 338 military personnel deployed in combat zones. They found that: (1) team cohesion partially mediated the relationship between ethical leadership and emotional exhaustion, and (2) this psychological process of direct and indirect effects of ethical leadership did not hold among individuals approaching the low end of conscientiousness.     

我国企业内部冲突状态的评价测度模型

本文采用Fuzy集合论与AHP法相结合的思路,对企业内部冲突状态进行综合量化测度,建立了一个定量测度我国企业内部冲突状态的数学模型---二级模糊层次综合评判模型。     

Ethical leadership supports safety voice by increasing risk perception and reducing ethical ambiguity: Evidence from the COVID-19 pandemic

Misconduct by business and political leaders during the pandemic is feared to have impacted people's adherence to protective measures that would help to safeguard against the spread of COVID-19. Addressing this concern, this article theorizes and tests a model linking ethical leadership with workplace risk communication—a practice referred to as ‘safety voice’ in the research literature. Our study, conducted with 511 employees from UK companies, revealed that ethical leadership is positively associated with greater intention to engage in safety voice regarding COVID-19. We also find that this association is mediated by relations with the perceived health risk of COVID-19 and ambiguity about ethical decision making in the workplace. These findings therefore underscore the importance of good ethical conduct by leaders for ensuring that health and safety risks are well understood and communicated effectively by organizational members particularly during crises. We discuss the theoretical and practical implications of our study and highlight further opportunities for future research to address the ethical dimensions of leadership, risk management, and organizational risk communication.