Codes, Values and Justifications in the Ethical Decision-Making Process

Abstract

The resolution of ethical dilemmas often requires individuals to search for reasonable justifications to support their choices. Occasionally, such justifications must be made explicit to stakeholders inside or outside the organization. Other times, the justification for a decision will be known only by the decisionmaker. In either case, the organizational code of conduct that governs the individual can play a vital role in providing guidelines about appropriate and inappropriate justifications. The present paper discusses the connections between organizational codes and employee justifications.

Implementing the Netherlands Code of Conduct for Scientific Practice—A Case Study

“…The principles first need to become better integrated in daily practice. The main interview results corroborate findings in the business and research ethics literature [17][18][19][20], and may inform further implementation activities of the Platform on Ethics and Technology. Despite the fact that most of these results apply to the Department of Biotechnology specifically, two general observations apply to the implementation of codes of conduct across the board: the difficulty of maintaining Merton's principles as a guide for good scientific conduct in a changing research context, and the complexities of explicitly addressing ethical issues in research cultures.…”

Implementing the Netherlands Code of Conduct for Scientific Practice—A Case Study

“…The principles first need to become better integrated in daily practice. The main interview results corroborate findings in the business and research ethics literature [17][18][19][20], and may inform further implementation activities of the Platform on Ethics and Technology. Despite the fact that most of these results apply to the Department of Biotechnology specifically, two general observations apply to the implementation of codes of conduct across the board: the difficulty of maintaining Merton's principles as a guide for good scientific conduct in a changing research context, and the complexities of explicitly addressing ethical issues in research cultures.…”

Eristic Legitimation of Controversial Managerial Decisions

“…Managerial explanations are crucial for employees to resolve their organizational problems and make informed choices about their careers (Collins and Mossholder, 2017; Coughlan, 2005; Shaw et al, 2003). Yet, managers can resort to eristic legitimation and produce spurious justifications to legitimate their decisions.…”

Collective Versus Individualist National Cultures

“…It may be that training programs or codes of ethics (see Weaver, 1993) could be developed specifically addressing this type of situation. Coughlan (2005) discusses the importance of organizational ethics codes in helping employees justify the ethical decisions they make. This justification to in-group members could be very important in saving face for employees from collective cultures.…”

Implementing the Netherlands Code of Conduct for Scientific Practice—A Case Study

“…The principles first need to become better integrated in daily practice. The main interview results corroborate findings in the business and research ethics literature [17][18][19][20], and may inform further implementation activities of the Platform on Ethics and Technology. Despite the fact that most of these results apply to the Department of Biotechnology specifically, two general observations apply to the implementation of codes of conduct across the board: the difficulty of maintaining Merton's principles as a guide for good scientific conduct in a changing research context, and the complexities of explicitly addressing ethical issues in research cultures.…”

Eristic Legitimation of Controversial Managerial Decisions

“…Managerial explanations are crucial for employees to resolve their organizational problems and make informed choices about their careers (Collins and Mossholder, 2017; Coughlan, 2005; Shaw et al, 2003). Yet, managers can resort to eristic legitimation and produce spurious justifications to legitimate their decisions.…”

Collective Versus Individualist National Cultures

“…It may be that training programs or codes of ethics (see Weaver, 1993) could be developed specifically addressing this type of situation. Coughlan (2005) discusses the importance of organizational ethics codes in helping employees justify the ethical decisions they make. This justification to in-group members could be very important in saving face for employees from collective cultures.…”

Implementing the Netherlands Code of Conduct for Scientific Practice—A Case Study

“…The principles first need to become better integrated in daily practice. The main interview results corroborate findings in the business and research ethics literature [17][18][19][20], and may inform further implementation activities of the Platform on Ethics and Technology. Despite the fact that most of these results apply to the Department of Biotechnology specifically, two general observations apply to the implementation of codes of conduct across the board: the difficulty of maintaining Merton's principles as a guide for good scientific conduct in a changing research context, and the complexities of explicitly addressing ethical issues in research cultures.…”

Eristic Legitimation of Controversial Managerial Decisions

“…Managerial explanations are crucial for employees to resolve their organizational problems and make informed choices about their careers (Collins and Mossholder, 2017; Coughlan, 2005; Shaw et al, 2003). Yet, managers can resort to eristic legitimation and produce spurious justifications to legitimate their decisions.…”

Collective Versus Individualist National Cultures

“…It may be that training programs or codes of ethics (see Weaver, 1993) could be developed specifically addressing this type of situation. Coughlan (2005) discusses the importance of organizational ethics codes in helping employees justify the ethical decisions they make. This justification to in-group members could be very important in saving face for employees from collective cultures.…”