Evaluating Ethical Approaches to Crisis Leadership: Insights from Unintentional Harm Research

Bauman, David C.

doi:10.1007/s10551-010-0549-3

Cited by 78 publications

(64 citation statements)

References 20 publications

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“…Organizations are sometimes seen as more or less perfect, but they have their faults (Bauman 2010). Due to planning mistakes, ignored procedures or simply chance, an organization is capable of harming their employees.…”

Section: The Rational For Crisis Preparationmentioning

confidence: 99%

“…Due to planning mistakes, ignored procedures or simply chance, an organization is capable of harming their employees. It is therefore believed that leading an organization through a crisis requires rational decision making guided by an ethical approach (Snyder et al 2006;Bauman 2010). It is imperative that ethical considerations are part of any crisis management strategy.…”

Section: The Rational For Crisis Preparationmentioning

confidence: 99%

“…It is imperative that ethical considerations are part of any crisis management strategy. The application of a strictly ''economic'' or rational approach may produce greater resentment and reputation damage (Bauman 2010;Hosmer 1996;Snyder et al 2006). …”

Section: The Rational For Crisis Preparationmentioning

confidence: 99%

“…Hence, according to Simola (2003) an ethic of care is more occupied with fulfilling conflicting responsibilities to different people than with fulfilling conflicting rights among them. Solving moral problems is less about impartiality and standards and more about the complex features intrinsic to relationships among people (Bauman 2010;Simola 2003). …”

Section: The Rational For Crisis Preparationmentioning

confidence: 99%

See 3 more Smart Citations

Employee Reactions to Leader-Initiated Crisis Preparation: Core Dimensions

Selart

Johansen²,

Nesse

2012

J Bus Ethics

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Crisis prevention plans are usually evaluated based on their effects in terms of preventing or limiting organizational crisis. In this survey-based study, the focus was instead on how such plans influence employees' reactions in terms of risk perception and well-being. Five different organizations were addressed in the study. Hypothesis 1 tested the assumption that leadership crisis preparation would lead to lower perceived risk among the employees. Hypothesis 2 tested the conjecture that it would also lead to a higher degree of well-being. Both hypotheses were supported. The results and their implications are discussed.

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Section: The Rational For Crisis Preparationmentioning

confidence: 99%

Section: The Rational For Crisis Preparationmentioning

confidence: 99%

Section: The Rational For Crisis Preparationmentioning

confidence: 99%

Section: The Rational For Crisis Preparationmentioning

confidence: 99%

See 2 more Smart Citations

Employee Reactions to Leader-Initiated Crisis Preparation: Core Dimensions

Selart

Johansen²,

Nesse

2012

J Bus Ethics

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“…One particular approach to business ethics that could be usefully applied to the reorientation of the e-HR agenda, is that of an ethic of care, which positions connection as fundamental, with human lives being interwoven in a myriad of subtle and not so subtle ways (Gilligan 1995, p. 122;Liedtka 1996). The centrality of relationships is emphasized, with particular attention given to the caring for others in actual situations, not in the abstract (Simola 2003;Sandin 2009;Bauman 2011). This requires more than just attentiveness to the 'bonds' that unite different stakeholders such as between managers, employees and HR specialists (Held 2006).…”

Section: Emergent Conceptualization and Application Of E-hr Programmesmentioning

confidence: 99%

E-HR and international HRM: a critical perspective on the discursive framing of e-HR

Francis

Parkes

Reddington

2014

The International Journal of Human Resource Management

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In the current global economic climate, international HRM is facing unprecedented pressure to become more innovative, effective and efficient. New discourses are emerging around the application of information technology, with 'e-HR' (electronic-enablement of Human Resources), self-service portals and promises of improved services couched as various HR 'value propositions'. This study explores these issues through our engagement with the emergent stream of 'critical' HRM, the broader study of organizational discourse and ethical management theories. We have found that while there is growing research into the take-up of e-HR applications, there is a dearth of investigation into the impact of e-HR on the people involved; in particular, the (re) structuring of social relations between HR functions and line managers in the move away from face-to-face HR support services, to more technology-mediated 'self-service' relationships. We undertake a close reading of personal narratives from a multinational organization, deploying a critical discourse lens to examine different dimensions of e-HR and raise questions about the strong technocratic framing of the international language of people management, shaping line manager enactment of e-HR duties. We argue for a more reflexive stance in the conceptualization e-HR, and conclude with a discussion about the theoretical and practical implications of our study, limitations and suggestions for future research.

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Doing the right thing or doing things right? The role of ethics of care and ethics of justice in human resource management of social enterprises

Μαγρίζος

Roumpi

2020

Strategic Change

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Human resource management deployments of social enterprises foster care among their members, encourage caring relationships, and enhance the visibility and impact of the diverse voices of their stakeholders and, ultimately, contribute to the creation of a caring organization. The results of this study emphasize the importance of ethics in social enterprises manifested primarily through human resource management practices. Our analysis confirms that the vast majority of social enterprises are motivated by the ethics of care. Social enterprises offer a unique context to juxtapose the ethics of care and ethics of justice because they are founded and operated by caring people but also have to achieve profitability that reliable decision‐making, objectivity, and impartiality.

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Evaluating Ethical Approaches to Crisis Leadership: Insights from Unintentional Harm Research

Abstract: apology, care ethic, crisis management, justice, leadership, virtue ethics, unintentional harm,

Cited by 78 publications

References 20 publications

Employee Reactions to Leader-Initiated Crisis Preparation: Core Dimensions

Employee Reactions to Leader-Initiated Crisis Preparation: Core Dimensions

E-HR and international HRM: a critical perspective on the discursive framing of e-HR

Doing the right thing or doing things right? The role of ethics of care and ethics of justice in human resource management of social enterprises

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