Moral Motivation Across Ethical Theories: What Can We Learn for Designing Corporate Ethics Programs?

Saved in:

Bibliographic Details
Title:	Moral Motivation Across Ethical Theories: What Can We Learn for Designing Corporate Ethics Programs?
Authors:	de Colle, Simone¹ sd7ua@virginia.edu, Werhane, Patricia H.
Source:	Journal of Business Ethics. Sep2008, Vol. 81 Issue 4, p751-764. 14p. 2 Charts.
Subject Terms:	Motivation (Psychology), Reason, Business ethics, Professional ethics, Corporate corruption, Executives' conduct of life
Abstract:	In this article we discuss what are the implications for improving the design of corporate ethics programs, if we focus on the moral motivation accounts offered by main ethical theories. Virtue ethics, deontological ethics and utilitarianism offer different criteria of judgment to face moral dilemmas: Aristotle’s virtues of character, Kant’s categorical imperative, and Mill’s greatest happiness principle are, respectively, their criteria to answer the question “ What is the right thing to do?” We look at ethical theories from a different perspective: the question we ask is “ Why should I do the right thing?” In other words, we deal with the problem of moral motivation, and we examine the different rationale the main ethical theories provide. We then point out the relation between moral motivation and the concept of rationality in the different approaches – is acting morally seen as an expression of rational behavior? Our analysis of moral motivation provides a useful framework to improve the understanding of the relationships between formal and informal elements of corporate ethics programs, emphasizing the importance of the latter, often overlooked in compliance-focused programs. We conclude by suggesting that the concept of moral imagination can provide a unifying approach to enhance the effectiveness of corporate ethics programs, by providing an intangible asset that supports the implementation of their formal components into management decision making. [ABSTRACT FROM AUTHOR]
	Copyright of Journal of Business Ethics is the property of Springer Nature and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
Database:	Education Research Complete

Description
Abstract:	In this article we discuss what are the implications for improving the design of corporate ethics programs, if we focus on the moral motivation accounts offered by main ethical theories. Virtue ethics, deontological ethics and utilitarianism offer different criteria of judgment to face moral dilemmas: Aristotle’s virtues of character, Kant’s categorical imperative, and Mill’s greatest happiness principle are, respectively, their criteria to answer the question “ What is the right thing to do?” We look at ethical theories from a different perspective: the question we ask is “ Why should I do the right thing?” In other words, we deal with the problem of moral motivation, and we examine the different rationale the main ethical theories provide. We then point out the relation between moral motivation and the concept of rationality in the different approaches – is acting morally seen as an expression of rational behavior? Our analysis of moral motivation provides a useful framework to improve the understanding of the relationships between formal and informal elements of corporate ethics programs, emphasizing the importance of the latter, often overlooked in compliance-focused programs. We conclude by suggesting that the concept of moral imagination can provide a unifying approach to enhance the effectiveness of corporate ethics programs, by providing an intangible asset that supports the implementation of their formal components into management decision making. [ABSTRACT FROM AUTHOR]
ISSN:	01674544
DOI:	10.1007/s10551-007-9545-7