Building and Sustaining Moral Competence in European Organizations
Edited by Heidi von Weltzein Hoivik
The contributions collected in this volume mirror the plurality of approaches we find in the theoretical writings of academics in different European countries. The additional business cases from six different nations show how leaders actually have adopted and integrated working with values in their own organizations, i.e. how they put moral leadership into action. While the selected papers are not meant to be representative of each country, particular economic and cultural traditions are apparent in both thinking and managing moral leadership. The contributors, by presenting this emerging multicultural pattern of Europe, contribute to a better and more knowledgeable understanding of how European business leaders pursue their goals.
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- Moral Leadership in Action Building and Sustaining Moral Competence in European Organizations
- List of Boxes
- List of Figures
- List of Tables
- List of Contributors
- Chapter 1: Moral leadership in action: building and sustaining moral competence in European
- Chapter 2: Is Europe distinctive from America? An overview of business ethics in Europe
- Chapter 3: ‘Unternehmensethik’ in Germanspeaking countries: economic rules versus moral argumentation?
- Chapter 4: The economic approach to corporate citizenship: the main argument
- Chapter 5: Normative stakeholder management: balancing legitimate claims
- Chapter 6: Moral character and relationship effectiveness: an empirical investigation of trust within organizations
- Chapter 7: Reducing opportunism through moral commitment: the ethical paradox of management
- Chapter 8: Rational discourse as a foundation for ethical codes
- Chapter 9: Accessing, managing and sustaining moral values in organizations: a case study
- Chapter 10: How to implement business ethics in a French multinational: a case study
- Chapter 11: Codes of ethics, their design, introduction and implementation: a Polish case
- Appendix 1: Code of ethics of the Dealers Association of Volkswagen and Audi in Poland
- Chapter 12: Building moral competence in organizations: the difficult transition from hierarchical
- Chapter 13: National champions in a unified market: the BSCH-Champalimaud case
- Chapter 14: ‘Green’ business practices: why should companies get involved?
- Chapter 15: Corporate ethics and social responsibility: principles and practice at Siemens AG
- Chapter 16: Cultural differences of values-driven management: the value-management programmes of the General Electric Company and Siemens AG
- Chapter 17: From attitude to action: strategy for development of values and attitudes
- Chapter 18: Moral competence: a non-relativistic, non-rationalistic definition
- Chapter 19: Habits of the heart: arguments for an ineffable, social grammar
- Chapter 20: Ethical competence training for individuals and organizations
- Chapter 21: The hard questions of international business: some guidelines from the ethics of war
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