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Sense-remaking: unpacking ethical judgment change in a Business Ethics course

Author

Listed:
  • Loréa Baïada-Hirèche

    (IMT-BS - MMS - Département Management, Marketing et Stratégie - TEM - Télécom Ecole de Management - IMT - Institut Mines-Télécom [Paris] - IMT-BS - Institut Mines-Télécom Business School - IMT - Institut Mines-Télécom [Paris], LITEM - Laboratoire en Innovation, Technologies, Economie et Management (EA 7363) - UEVE - Université d'Évry-Val-d'Essonne - Université Paris-Saclay - IMT-BS - Institut Mines-Télécom Business School - IMT - Institut Mines-Télécom [Paris], DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique)

  • Lionel Garreau

    (DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique)

  • Jean Pasquero

    (UQAM - Université du Québec à Montréal = University of Québec in Montréal)

Abstract

While business ethics (BE) courses have increasingly formed part of business school curricula, we still do not know much about how these courses can change students' capacity to deal with ethical issues. Drawing on a sensemaking perspective, we conducted an action research study with 66 business professionals enrolled in an executive training program at a French university. The aim was to investigate the processes underlying ethical judgment (EJ) change through a BE course. Participants were invited to pick a significant ethical issue they had personally experienced at work. They were then asked to make sense of it, in writing, at the beginning and at the end of the course, 3 months later. In comparing pre-course and post-course judgments, we concluded that the structure and contents of the respondents' initial judgment had indeed been modified. This change could be accounted for as the outcome of four ‘sense-remaking' mechanisms, which we theorize as complexifying, reprioritizing, conceptualizing and contextualizing. Our study contributes to the literature on BE education by demonstrating the benefits of a sensemaking approach. It also offers an original process-based model of EJ, specifying the mechanisms at play in EJ change. Finally, it contributes to the field of sensemaking studies by introducing the concept of sense-remaking, shedding new light on the evolutive dimension of sensemaking.

Suggested Citation

  • Loréa Baïada-Hirèche & Lionel Garreau & Jean Pasquero, 2024. "Sense-remaking: unpacking ethical judgment change in a Business Ethics course," Post-Print hal-04654050, HAL.
    • Handle: RePEc:hal:journl:hal-04654050
    DOI: 10.37725/mgmt.2024.8445
    Note: View the original document on HAL open archive server: https://hal.science/hal-04654050v1
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    References listed on IDEAS

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    1. Ann Dzuranin & Rebecca Shortridge & Pamela Smith, 2013. "Building Ethical Leaders: A Way to Integrate and Assess Ethics Education," Journal of Business Ethics, Springer, vol. 115(1), pages 101-114, June.
    2. Ethan Waples & Alison Antes & Stephen Murphy & Shane Connelly & Michael Mumford, 2009. "A Meta-Analytic Investigation of Business Ethics Instruction," Journal of Business Ethics, Springer, vol. 87(1), pages 133-151, June.
    3. John Sparks & Yue Pan, 2010. "Ethical Judgments in Business Ethics Research: Definition, and Research Agenda," Journal of Business Ethics, Springer, vol. 91(3), pages 405-418, February.
    4. Karl E. Weick & Kathleen M. Sutcliffe & David Obstfeld, 2005. "Organizing and the Process of Sensemaking," Organization Science, INFORMS, vol. 16(4), pages 409-421, August.
    5. Liz Wang & Lisa Calvano, 2015. "Is Business Ethics Education Effective? An Analysis of Gender, Personal Ethical Perspectives, and Moral Judgment," Journal of Business Ethics, Springer, vol. 126(4), pages 591-602, February.
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