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How Relationality Shapes Business and Its Ethics

dc.contributor.authorFort, Timothy L.en_US
dc.date.accessioned2006-09-08T20:25:34Z
dc.date.available2006-09-08T20:25:34Z
dc.date.issued1997-09en_US
dc.identifier.citationFort, Timothy L.; (1997). "How Relationality Shapes Business and Its Ethics." Journal of Business Ethics 16 (12-13): 1381-1391. <http://hdl.handle.net/2027.42/42517>en_US
dc.identifier.issn0167-4544en_US
dc.identifier.issn1573-0697en_US
dc.identifier.urihttps://hdl.handle.net/2027.42/42517
dc.description.abstractJust as Michael Porter's “five forces” provided a practical analytical tool for describing the forces that shape competitive strategy, so business ethicists ought to provide business leaders with a workable framework for understanding the sources of ethical obligations. The forces that shape competitive strategy vary according to time and industry, but are anchored in an ultimate criteria of profitability. Similarily, ethics can use a set of analytical categories that identify the relevant forces to business ethics on the basis of relationality.en_US
dc.format.extent179391 bytes
dc.format.extent3115 bytes
dc.format.mimetypeapplication/pdf
dc.format.mimetypetext/plain
dc.language.isoen_US
dc.publisherKluwer Academic Publishers; Springer Science+Business Mediaen_US
dc.subject.otherPhilosophyen_US
dc.subject.otherEthicsen_US
dc.subject.otherBusiness Educationen_US
dc.subject.otherEconomic Growthen_US
dc.subject.otherManagementen_US
dc.titleHow Relationality Shapes Business and Its Ethicsen_US
dc.typeArticleen_US
dc.subject.hlbsecondlevelBusiness (General)en_US
dc.subject.hlbsecondlevelPhilosophyen_US
dc.subject.hlbsecondlevelEconomicsen_US
dc.subject.hlbtoplevelBusinessen_US
dc.subject.hlbtoplevelHumanitiesen_US
dc.description.peerreviewedPeer Revieweden_US
dc.contributor.affiliationumUniversity of Michigan Business School, Ann Arbor, Michigan, 48109, U.S.Aen_US
dc.contributor.affiliationumcampusAnn Arboren_US
dc.description.bitstreamurlhttp://deepblue.lib.umich.edu/bitstream/2027.42/42517/1/10551_2004_Article_129918.pdfen_US
dc.identifier.doihttp://dx.doi.org/10.1023/A:1005726907404en_US
dc.identifier.sourceJournal of Business Ethicsen_US
dc.owningcollnameInterdisciplinary and Peer-Reviewed


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