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Business ethics cases and decision models: A call for relevancy in the classroom

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Abstract

Classroom cases and decision making models used in the teaching of business ethics may be inconsistent with the actual needs of practicing manager students. Three summary cases written by practicing manager students are included in this paper as well as evidence that concerns a focus more on interpersonal dilemmas rather than top management decisions. As well, the relevancy of philosophical perspectives of ethical decision models is questioned. More practical, hands-on models for ethical decisions are provided. Finally, conclusions of relevancy for the field are drawn.

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Authors and Affiliations

  1. College of Business Administration, Loyola Marymount University, 90045, Los Angeles, CA, USA

    David L. Mathison

Authors
  1. David L. Mathison
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Additional information

David L. Mathison is an Associate Professor of Management at Loyola Marymount University in Los Angeles. He teaches primary management, policy and business ethics. His research and writing reflects a diversity of interests which include business ethics, women in management, and perception studies as they relate to assessment interviewing.

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Mathison, D.L. Business ethics cases and decision models: A call for relevancy in the classroom. J Bus Ethics 7, 777–782 (1988). https://doi.org/10.1007/BF00411025

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  • DOI: https://doi.org/10.1007/BF00411025

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