Please use this identifier to cite or link to this item: https://ir.iimcal.ac.in:8443/jspui/handle/123456789/5102
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dc.contributor.authorSinger, Daniel D.-
dc.contributor.authorSmith, Raymond-
dc.date.accessioned2025-05-06T09:09:11Z-
dc.date.available2025-05-06T09:09:11Z-
dc.date.issued1997-04-
dc.identifier.issn0971-6858 (print version)-
dc.identifier.urihttps://ir.iimcal.ac.in:8443/jspui/handle/123456789/5102-
dc.identifier.urihttps://doi.org/10.1177/097168589700300108
dc.descriptionDaniel D. Singer, Associate Professor of Finance, Towson State University, Towson, Maryland.en_US
dc.descriptionRaymond Smith, Assistant Professor, Management, Towson State University, Towson, Maryland.
dc.descriptionp. 81 - 89
dc.description.abstractThe most common corporate reaction to public concern over the ethics of their business practices and the sensitivity of their organization to social expectations is to promote policies and rules designed to bring about a set of socially responsive behaviours and actions. The result of this corporate deontological approach is to create a teleopathic culture that relieves decision makers from the personal responsibil ity for the consequences of their actions and widens the gap between how society expects business to behave and their actual behaviour. The corporate use of a deontological approach effectively allows the substitution of corporate conscience for the moral values of individual decision makers and thus weakens the linkage between individual personal values and behaviour.en_US
dc.language.isoen_USen_US
dc.publisherIndian Institute of Management Calcutta, Kolkataen_US
dc.relation.ispartofseriesVol. 3;No. 1-
dc.subjectDeontological ethicsen_US
dc.subjectTeleological ethicsen_US
dc.subjectMoral decision-makingen_US
dc.subjectOrganizational behavioren_US
dc.subjectEthical dilemmaen_US
dc.titleThe Ethical Significance of Corporate Teleologyen_US
dc.typeArticleen_US
Appears in Collections:Issue 1, April 1997

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