Ethics, emotions and the need to “do the right thing”: Are the idealists and the relativists poles apart?

Abstract

Purpose

The aim is to review the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

The article is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Advocates of environmentally aware business practices often say that the companies that prosper in future will be those that pay attention to “green” issues. Similar attitudes exist in relation to business practices; the idea that, in the long‐term, ethically sound companies and their leaders will be the ultimate winners. The wide‐ranging recent reports of morally dubious and even illegal practices, not least in the world of high finance, have rocked the confidence of the public and investors. They have also added strength to the voice of those who want to see moral re‐armament in the business world, and who believe it is possible.

Practical implications

The article provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Social implications

The article provides strategic insights and practical thinking that can have a broader social impact.

Originality/value

The article saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2012), "Ethics, emotions and the need to “do the right thing”: Are the idealists and the relativists poles apart?", Strategic Direction, Vol. 28 No. 8, pp. 25-28. https://doi.org/10.1108/02580541211249592