According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Out of the Crisis

Introduction 1. Woman's Place in Man's Life Cycle 2. Images of Relationship 3. Concepts of Self and Morality 4. Crisis and Transition 5. Women's Rights and Women's Judgment 6. Visions of Maturity References Index of Study Participants General Index

In a Different Voice. Psychological Theory and Women’s Development. Cambridge, MA (Harvard University Press) 1982.

THE FIFTH DISCIPLINE The Art & Practice of the Learning Organization

This question, posed to Jim Collins over dinner one evening, inspired the book Good to Great. Collins and his research team spent five years answering that question. What makes this book so interesting is not only what was discovered, but the rigor of the discovery process. Collins and his team of twenty dedicated researchers did not hypothesize or theorize, but went directly to data to find the answers.

Good to great.

Prospering in Dynamically-Competitive Environments: Organizational Capability as Knowledge Integration

Unethical conduct has reached crisis proportions in business (Walker et al., Wall Str J East Edn, 258(37):A1–A10, 2011) and on today’s college campuses (Burke et al., CPA J, 77(5):58–65, 2007). Despite the evidence that suggests that more than half of business students admit to dishonest practices (McCabe et al. 2006), only about 5 % of business school deans surveyed believe that dishonesty is a problem at their schools (Brown et al., Coll Stud J A, 44(2):299–308, 2010). In addition, the AACSB which establishes standards for accredited business schools has resisted the urging of deans and business experts to require business schools to teach an ethics class, and fewer than one-third of businesses schools now teach a business ethics course at the graduate or undergraduate levels (Swanson and Fisher, Advancing Business Ethics Education, 2008). In this paper we briefly introduce the status of business ethics education and report the results of a survey of business students, deans of the top business schools, and business ethics subject matter experts about ten ethical outcomes. We then offer five specific recommendations to encourage business ethics faculty and decision makers to improve the teaching of business ethics.

Ethical Outcomes and Business Ethics: Toward Improving Business Ethics Education

Although leadership of organizations rarely is discussed in terms of the religious construct of repentance, we propose that repentance and continuous improvement are closely related ideas that profoundly impact individuals and organizations. We identify six parallels between repentance and continuous improvement and then show how these parallels apply to the fundamental principles associated with highly regarded leadership perspectives. We conclude by identifying five contributions of the article to the management literature.

Repentance and Continuous Improvement: Ethical Implications for the Modern Leader

Individuals who demonstrate organizational citizenship behavior (OCB) contribute to their organization’s ability to create wealth, but they also owe their organizations a complex set of ethical duties. Although, the academic literature has begun to address the ethical duties owed by organizational leaders to organizational citizens, very little has been written about the duties owed by those who practice OCB to their organizations. In this article, we identify an array of ethical duties owed by those who engage in extra-role behavior and describe those duties in context with personality theory. We suggest that employees who understand the complex nature of OCB and the associated duties they owe to others are more likely to reach their potential and make greater contributions within their organizations.

Ethical Duties of Organizational Citizens: Obligations Owed by Highly Committed Employees

Research on the sharing economy (SE) frequently addresses consumer-facing logistics firms, but the broader supply chain remains under researched. In this study, we examine the effects of the SE on ...

Ryan Atkins

Papers

Ethical Outcomes and Business Ethics: Toward Improving Business Ethics Education

Repentance and Continuous Improvement: Ethical Implications for the Modern Leader

Ethical Duties of Organizational Citizens: Obligations Owed by Highly Committed Employees

An investigation at the intersection of the sharing economy and supply chain management: a strategic perspective

A Simulation for Managing Retail Inventory Flow Using RFID and Bar Code Technology