Ethics &Amp; Organizations 1998
DOI: 10.4135/9781446280171.n13
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Management Education: Ethics versus Morality

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Cited by 16 publications
(18 citation statements)
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“…Justiication does not depend on an appeal to precedents and a priori abstract principles, but on the outcomes achieved for people. As Shamir (1993) describes, this aligns substantive rationality with pragmatism because ethics are made and remade in the context of practicethe 'mundane' everyday decisions referred to by Anthony (1998), not a priori abstract reasoning advanced by Weber. Seen in this light, social entrepreneurship is the application of pragmatism rooted in the substantive rationality of the social entrepreneur.…”
Section: Ethics and Rationalitymentioning
confidence: 88%
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“…Justiication does not depend on an appeal to precedents and a priori abstract principles, but on the outcomes achieved for people. As Shamir (1993) describes, this aligns substantive rationality with pragmatism because ethics are made and remade in the context of practicethe 'mundane' everyday decisions referred to by Anthony (1998), not a priori abstract reasoning advanced by Weber. Seen in this light, social entrepreneurship is the application of pragmatism rooted in the substantive rationality of the social entrepreneur.…”
Section: Ethics and Rationalitymentioning
confidence: 88%
“…Wray-Bliss (2009) would likely frame this as an ethical rule to 'keep your distance' (from others). Based on the arguments of Shamir (1993) and Anthony (1998), we contend that this illustrates why Weberian ethics produces poor ethical outcomes-it is not sensitive or responsive to the moral dilemmas of practice.…”
Section: Ethics and Rationalitymentioning
confidence: 99%
“…We support critical management scholars but advance their call further to ensure PSM research is not just action-oriented, but also participatory. A stream within the critical management studies field aims to engage in dialogue with practitioners (Anthony, 1998, Watson, 1994 to transform management practice and restore a humanity to decision making (Fournier and Grey, 2000).…”
Section: Critical Action Researchmentioning
confidence: 99%
“…Eles tornam-se menos direcionados pela aparente naturalidade e inevitabilidade da ordem político-econômica prevalecente (Alvesson e Willmott, 1996). Permanece subjacente a esse processo de desenvolvimento uma visão da emancipação que é de natureza parcial e realizável na administração e nas práticas organizacionais de todos os dias, buscando promover teorias e práticas administrativas que carreguem menos exclusão e dominação (Watson, 1994;Alvesson e Willmott, 1996;Anthony, 1998). A abordagem crítica adotada pelos ECA não pretende solucionar de forma definitiva o problema da dinâmica social e política que modela a maneira como as pessoas pensam, ressentem-se e agem.…”
Section: Intenção Emancipatóriaunclassified