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The Amplifying and Buffering Effects of Virtuousness in Downsized Organizations

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Abstract

Virtuousness refers to the pursuit of the highest aspirations in the human condition. It is characterized by human impact, moral goodness, and unconditional societal betterment. Several writers have recently argued that corporations, in addition to being concerned with ethics, should also emphasize an ethos of virtuousness in corporate action. Virtuousness emphasizes actions that go beyond the “do no harm” assumption embedded in most ethical codes of conduct. Instead, it emphasizes the highest and best of the human condition. This research empirically examines the buffering and amplifying effects of virtuousness in organizations. The study hypothesizes that virtuousness has a positive effect on organizations because amplifying dynamics make subsequent virtuous action more likely, and buffering dynamics reduce the harmful effects of downsizing. The study reveals that two types of virtuousness – tonic and phasic – are associated with these effects.

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Authors and Affiliations

  1. Center for Business as an Agent of World Benefit, Case Weatherhead School of Management, 10900 Euclid Avenue, Cleveland, Ohio, 44106-7230, USA

    David S. Bright

  2. Stephen M. Ross School of Business, University of Michigan, 701 Tappan Street, Ann Arbor, Michigan, 48109, USA

    Kim S. Cameron & Arran Caza

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  1. David S. Bright
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  2. Kim S. Cameron
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  3. Arran Caza
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Correspondence to David S. Bright.

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Bright, D.S., Cameron, K.S. & Caza, A. The Amplifying and Buffering Effects of Virtuousness in Downsized Organizations. J Bus Ethics 64, 249–269 (2006). https://doi.org/10.1007/s10551-005-5904-4

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