Elite executives in issues management: the role of ethical paradigms in decision making

Abstract

Abstract The perspectives of elite (or top‐level) issues managers on ethics are explored in this paper. From these elites we can learn how issues were managed at their global organisations and how questions of ethics were addressed in issues management. The organisations in this study were chosen because of their superlative rankings in measures of ethics and reputation. Research questions explored ethical decision making and the predominant paradigm of ethics in each organisation through six elite interviews and observation. Although both organisations attempted to address ethics, the elite issues managers at one organisation did so more thoroughly and effectively than did the managers at the other organisation. This efficacy was due to the depth of ethical study and training engaged in by the elites, the intense ethical analysis of issues, and the choice of a deontological approach to ethics. This paper argues that ethics should be concerted, codified, consistent, trained and rigorously analysed. A deontological paradigm of ethical decision making fits all of these criteria, and this research shows that a deontological ethical paradigm can contribute to effective issues management. Copyright © 2002 Henry Stewart Publications.