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Commentary on the June 1996 Issue

Commentary on the June 1996 Issue The June 1996 Issue contains articles on business ethics, finance, and quality management, as well, as reviews of a number of books. The first article by Bruce Kaye, entitled ‘Compliance and Corporate Culture: Making the Most Out of Codes of Ethics’ is an important article since it has the opportunity to profoundly influence the way in which business is practised in this country, and indeed overseas. I was going to put this article as the final one of the issue as a stern admonition to management researchers and practising managers on the need to ensure that all their management actions, such as those in the articles which preceded it, were taken with a sound view of honest behaviour in mind. However, on reflection, I realised that this is one of the problems of the study of business ethics in practice. Ethics is not something that should come at the end, after everything else has been considered. Ethics should come at the beginning. It should guide all our strategies, planning, and actions, rather than be tacked on as a monitoring and control device at the end. Kaye’s article tackles an important issue which is receiving increasing management attention. Ethics is http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Australian Journal of Management SAGE

Commentary on the June 1996 Issue

Australian Journal of Management , Volume 21 (1): 1 – Jun 1, 1996
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Publisher
SAGE
Copyright
Copyright © by SAGE Publications
ISSN
0312-8962
eISSN
1327-2020
DOI
10.1177/031289629602100102
Publisher site
See Article on Publisher Site

Abstract

The June 1996 Issue contains articles on business ethics, finance, and quality management, as well, as reviews of a number of books. The first article by Bruce Kaye, entitled ‘Compliance and Corporate Culture: Making the Most Out of Codes of Ethics’ is an important article since it has the opportunity to profoundly influence the way in which business is practised in this country, and indeed overseas. I was going to put this article as the final one of the issue as a stern admonition to management researchers and practising managers on the need to ensure that all their management actions, such as those in the articles which preceded it, were taken with a sound view of honest behaviour in mind. However, on reflection, I realised that this is one of the problems of the study of business ethics in practice. Ethics is not something that should come at the end, after everything else has been considered. Ethics should come at the beginning. It should guide all our strategies, planning, and actions, rather than be tacked on as a monitoring and control device at the end. Kaye’s article tackles an important issue which is receiving increasing management attention. Ethics is

Journal

Australian Journal of Management – SAGE

Published: Jun 1, 1996

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