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Moral Dilemmas in Business Ethics: From Decision Procedures to Edifying Perspectives

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  • Yotam Lurie
  • Robert Albin

Abstract

There have been many attempts during the history of applied ethics that have tried to develop a theory of moral reasoning. The goal of this paper is to explicate one aspect of the debate between various attempts of offering a specific method for resolving moral dilemmas. We contrast two kinds of deliberative methods: deliberative methods whose goal is decision-making and deliberative methods that are aimed at gaining edifying perspectives. The decision-making methods assessed include the traditional moral theories like utilitarianism and Kantianism, as well as second order principles, such as principlism and specified principlism. In light of this assessment, we suggest taking a closer look at two perceptive models, casuistry and particularism. These models are used for dealing with moral dilemmas that provide for edifying perspectives rather than decision-making. These perceptive models, though less scientific and not as good at prescribing an action, are more human in the sense that they enrich our moral sensibilities and enhance our understanding of the meaning of the situation. Copyright Springer Science+Business Media, Inc. 2007

Suggested Citation

  • Yotam Lurie & Robert Albin, 2007. "Moral Dilemmas in Business Ethics: From Decision Procedures to Edifying Perspectives," Journal of Business Ethics, Springer, vol. 71(2), pages 195-207, March.
    • Handle: RePEc:kap:jbuset:v:71:y:2007:i:2:p:195-207
    DOI: 10.1007/s10551-006-9134-1
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    References listed on IDEAS

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    1. Cavanagh, Gerald F. & Moberg, Dennis J. & Velasquez, Manuel, 1995. "Making Business Ethics Practical," Business Ethics Quarterly, Cambridge University Press, vol. 5(3), pages 399-418, July.
    2. Calkins, Martin, 2001. "Casuistry and the Business Case Method," Business Ethics Quarterly, Cambridge University Press, vol. 11(2), pages 237-259, April.
    3. Geva, Aviva, 2000. "Moral Decision Making in Business: A Phase-Model," Business Ethics Quarterly, Cambridge University Press, vol. 10(4), pages 773-803, October.
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    Cited by:

    1. Stefan Linder & Bernard Leca & Adrián Zicari & Veronica Casarin, 2021. "Designing Ethical Management Control: Overcoming the Harmful Effect of Management Control Systems on Job-Related Stress," Journal of Business Ethics, Springer, vol. 172(4), pages 747-764, September.
    2. Lee, Eun-Ju & Yun, Jin Ho, 2019. "Moral incompetency under time constraint," Journal of Business Research, Elsevier, vol. 99(C), pages 438-445.
    3. Christian Julmi, 2024. "Analysis and Intuition Effectiveness in Moral Problems," Journal of Business Ethics, Springer, vol. 191(1), pages 179-193, April.
    4. Miguel e Cunha & Nuno Guimarães-Costa & Arménio Rego & Stewart Clegg, 2010. "Leading and Following (Un)ethically in Limen," Journal of Business Ethics, Springer, vol. 97(2), pages 189-206, December.
    5. Chris Bell & Justin Hughes-Jones, 2008. "Power, Self-regulation and the Moralization of Behavior," Journal of Business Ethics, Springer, vol. 83(3), pages 503-514, December.
    6. Paul Griseri, 2008. "In Defence of Principles? A Response to Lurie and Albin," Journal of Business Ethics, Springer, vol. 83(4), pages 615-625, December.

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