Peter Verhezen | University of Melbourne (original) (raw)

Peter Verhezen

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Papers by Peter Verhezen

This article is an attempt to reinterpret �The Ethics of the Management Paradox� as it is formula... more This article is an attempt to reinterpret �The Ethics of the Management Paradox� as it is formulated by the Leuven philosopher-economist Luk Bouckaert (2006) who analyses how to make business ethics operational and how to make business genuinely ethical. The question becomes to what extent ethical behavior constituting a good reputation can be �used� by corporate managers to enhance corporate value. In line with Bouckaert�s paradox, Peter Verhezen argues that instrumentalizing reputation would possibly undermine its objectives to achieve useful benefits Este artículo se propone reinterpretar �La Paradoja de la Ética de la Administración� como la formula el filósofo-economista de Lovaina Luk Bouckaert (2006), quien analiza cómo hacer que la ética de negocios sea operativa y cómo hacer que los negocios sean genuinamente éticos. La pregunta es, hasta qué punto el comportamiento ético que constituye una buena reputación puede ser �utilizado� por los gerentes corporativos para aumentar e...

Journal of Business Ethics, 2010

This article argues that attempting to overcome moral silence in organizations will require manag... more This article argues that attempting to overcome moral silence in organizations will require management to move beyond a compliance-oriented organizational culture toward a culture based on integrity. Such cultural change is part of good corporate governance that aims to steer an organization to enhance creativity and moral excellence, and thus organizational value. Governance mechanisms can be either formal or informal. Formal codes and other internal formal regulations that emphasize compliance are necessary, although informal mechanisms that are based on relationship-building are more likely to achieve moral excellence. Such a shift can be viewed as a transformative strategy for overcoming the destructive side effects and business risks of the tendency within corporate cultures to remain mute when faced with issues that violate personal or corporate values. Genuine dialogues and appropriate ethical decision-making training can deepen the understanding and create a mindful awareness (of ethical values) and induce trust that embrace both complying with rules and regulations, as well as inciting creative “ethical innovation” with respect to human interaction in multinational companies.

Public Integrity, 2008

ABSTRACT Managers often use the notion of integrity as a means to an end. Specifically, suggestin... more ABSTRACT Managers often use the notion of integrity as a means to an end. Specifically, suggesting that a top manager or an organization is characterized by integrity functions as an insurance policy against potential risk. This study analyzes some personal and organizational definitions of integrity, then proceeds to distinguish between utilitarian and intrinsic perspectives of institutions, and how they influence the organizational (ir)relevance of integrity. Organizations whose integrity strategy aligns economic objectives with ethical and environmental goals may be able to foster organizational integrity as a valuable end as well as a beneficial means. In the pursuit of nonfinancial objectives, integrity adds societal value to the institution, while increasing its overall standing within and thus relevance for society. Yes Yes