2019
DOI: 10.3233/hsm-190523
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Why is it difficult to be virtuous in business ethics?

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Cited by 4 publications
(5 citation statements)
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“…Another significant challenge to acting ethically is remaining steadfast in one’s endeavors. Cherré et al (2019) offer a pragmatic assessment, contending that failure in this context is related to our internal predispositions to behave unethically, coupled with ethical dilemmas, which test our ability to act in accordance with our values. Their research is based on virtue ethics and asserts that this “weakness of will” sways the ethical decision-making process, thus resulting in nonvirtuous acts.…”
Section: Why It Is Hard To Behave Ethically?mentioning
confidence: 99%
“…Another significant challenge to acting ethically is remaining steadfast in one’s endeavors. Cherré et al (2019) offer a pragmatic assessment, contending that failure in this context is related to our internal predispositions to behave unethically, coupled with ethical dilemmas, which test our ability to act in accordance with our values. Their research is based on virtue ethics and asserts that this “weakness of will” sways the ethical decision-making process, thus resulting in nonvirtuous acts.…”
Section: Why It Is Hard To Behave Ethically?mentioning
confidence: 99%
“…In this respect, scholars have noted that ethics are a set of desirable values that aid individuals in performing actions that are deemed good. Cherré, Laarraf [23], therefore, defined ethics as "the study of business situations, activities, and decisions where issues of right and wrong are addressed". These ethical considerations are critical in ensuring organizational operations are consistent with the law.…”
Section: Business Ethicsmentioning
confidence: 99%
“…Job seekers are drawn to organizations that demonstrate ethical treatment and care for their employees. Moreover, employee performance can improve in organizations that prioritize ethical conduct towards their workforce [23].…”
Section: Business Ethicsmentioning
confidence: 99%
“…For Gigerenzer [36], much of the moral behavior is based on heuristics-mental processes that disregard part of the available information and rely on satisficing, without the optimization computation. The research in the bounded rationality/awareness/ethicality area reveals specific systematic patterns, "mental shortcuts" in decision-making that affect ethical dilemmas (differences in declarative and actual behavior, the role of defaults, the role of fear and anxiety, the role of power, competition and anonymity, system 1 cognitive functioning prone to ethical fallacy, majority behavior, framing effect, blind spots, focusing failure, focusing illusion, implicit attitudes and discrimination, in-group/out-group bias, discounting the future, overclaiming credit, equality heuristic, tit for tat, default heuristic, framing of information, slippery slope, motivated blindness, indirect blindness, ethical fading, status quo bias, preference falsification, overconfidence bias, moral equilibrium scorecard, naïve idealism, availability effect, action bias, forbidden fruit, bias blind spot, representative heuristic, anchoring heuristic, moral cowardice, ethical blindness, denial, prioritization of information, motivated reasoning, [1,3,8,10,26,35,36,[40][41][42][43][44][45][46][47][48]). The skewed ethical reasoning sometimes occurs when judging other people's behavior, where people tend to judge the behavior more harshly if it harms identifiable persons [49,50] or change their ethical judgment if the unethical act is carried out through third parties [51,52].…”
Section: Novel Theories In Business Ethicsmentioning
confidence: 99%
“…So, what is an ethical dilemma? Cherre et al [3] quoted Bagnoli's interpretation of an ethical dilemma as a "deliberative trap with no way out". This can certainly be said for the famous trolley problem, but ethical dilemmas have also evolved to a subtler approach, which enables the measurement of the ethical development level and the mental processes that underlie the ethical choice.…”
Section: Introductionmentioning
confidence: 99%