學門類別
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- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
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- Human Resource Management
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- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
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- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Ethics Beneath the Surface
內容大綱
Whereas there is much focus on improving the cognitive aspects of ethical decision making, many of the drivers of managerial action are nondeliberative. The explosion of academic work in behavioral science has highlighted a number of decision traps, blind spots, and behavioral biases that can substantially influence ethical decision making and action. This note focuses on a number of specific behavioral influences and how they relate to ethics. In addition to highlighting how these behavioral influences can impair decision making, we discuss ways they can be harnessed to potentially improve ethical decisions and actions.