Codes of Ethical Conduct: A Bottom-Up Approach

Developing and implementing a meaningful code of conduct by managers or consultants may require a change in orientation that modifies the way these precepts are determined. The position advocated herein is for a different approach to understanding and organizing the guiding parameters of the firm th...

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Bibliographic Details
Published in:Journal of business ethics 2014-09, Vol.123 (4), p.621-630
Main Authors: Hill, Ronald Paul, Rapp, Justine M.
Format: Article
Language:English
Subjects:
Accounting records
Behavior
Business
Business and Management
Business Ethics
Business structures
Consultants
Corporate culture
Corporate responsibility
Directors
Education
Employee involvement
Employees
Empowerment
Ethical behavior
Ethical codes
Ethics
Individual ethics
Labor
Leadership
Management
Managers
Mediation
Moral development
Morality
Organization
Organization development
Participatory management
Philosophy
Products
Quality of Life Research
Sales management
Stakeholder
Studies
Values
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Summary:Developing and implementing a meaningful code of conduct by managers or consultants may require a change in orientation that modifies the way these precepts are determined. The position advocated herein is for a different approach to understanding and organizing the guiding parameters of the firm that requires individual reflection and empowerment of the entire organization to advance their shared values. The processes involved are discussed using four discrete stages that move from the personal to the work team and to the unit to the full company, followed by the board of directors' evaluation. The hoped-for end product is dynamic, employee-driven, codes of conduct that recognize the systemic and far-reaching impact of organizational activities across internal and external stakeholders. Operational details for and some issues associated with its implementation are also provided.
ISSN:0167-4544
1573-0697
DOI:10.1007/s10551-013-2013-7