Ethical frameworks of “Tomorrow’s Business Leaders”

Dahl, Joan G.; Mandell, Myrna; Barton, Mary Emma

doi:10.1007/bf03184883

Cited by 6 publications

(2 citation statements)

References 3 publications

(3 reference statements)

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“…The older managers' focus may be broader, corresponding to a higher stage, whereas younger managers may focus more narrowly, corresponding to lower cognitive stages of moral reasoning. Dahl, Mandell, and Barton (1988) also examined the effects of this demographic variable on ethical decision making. They found that age was the only factor that was significantly related to ethical decision making.…”

Section: Agementioning

confidence: 99%

Investigating Influences on Managers’ Moral Reasoning

2001

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Managers often face situations that challenge their ability to reason morally. Avariety of factors, including the issue itself and personal and organizational influences, may affect their responses. Using Kohlberg’s moral development theory and the Adapted Moral Judgment Interviewtechnique, we examine the influences of context, age, gender, type of work, and industry membership on 308 managers’ moral reasoning. No significant differences are found when considering age or gender. Differences are discovered when assessing the context of the dilemmas, managers’ type of work (managerial vs. technical), and industry membership (manufacturing vs. service). Implications from our findings are discussed.

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Section: Agementioning

confidence: 99%

Investigating Influences on Managers’ Moral Reasoning

2001

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“…AI Ethical Principles are those used in the e-ERM framework [40]. In addition, the frequency of use of the underlying ethical lenses was assessed, namely, fairness/justice [41,42], duty [43], virtue ethics [42,44], common good [42], utilitarian [42,44,45], and rights [42,44,45]. The level of the implementation of the AI Ethical Principles was probed, considering if they were "Documented," "Published," "Training provided," or "Enforced and monitored.…”

Section: A Survey Questionsmentioning

confidence: 99%

Managing Ethical Risks of Artificial Intelligence in Business Applications

McGrath,

Hevner,

Vreede

2024

Preprint

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The introduction of artificial intelligence (AI) capabilities in business applications provides significant benefits but requires organizations to manage critical risks of AI ethical consequences. We survey a range of large organizations on their use of enterprise risk management (ERM) processes and toolsets to predict and control the ethical risks of AI. Four serious gaps in current ERM systems are identified from analyses of the survey results: (1) AI ethical principles do not translate effectively to ethical practices; (2) Real-time monitoring of AI ethical risks is needed; (3) ERM systems emphasize economic not ethical risks; and (4) When ethical risks are identified, no solutions are readily at hand. To address these gaps, we propose a proactive approach to manage ethical risks by extending current ERM frameworks. An enhanced ERM (e-ERM) framework is designed and evaluated by subject matter expert focus groups. We conclude with observations and future research directions on the need for more aggressive pro-ethical management oversight as organizations move to ubiquitous use of AI-driven business applications.

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Ethics in MBA programs: The rhetoric, the reality, and a plan of action

Ghorpade

1991

J Bus Ethics

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Ethical frameworks of “Tomorrow’s Business Leaders”

Cited by 6 publications

References 3 publications

Investigating Influences on Managers’ Moral Reasoning

Investigating Influences on Managers’ Moral Reasoning

Managing Ethical Risks of Artificial Intelligence in Business Applications

Ethics in MBA programs: The rhetoric, the reality, and a plan of action

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