Journal of Human Values

This article comprises deep structure clues to ethical issues in our lives drawn from the wisdom writings of Tagore, Vivekananda, Gandhi and Aurobindo. All of them had recognized frankly the negative tendencies of man-as-he-is. This fault at the base needs systematic correction and restoration. For, the positive spiritual potential of man-as-he-could-be requires a fault-free baseline as the runway. All of them readily accept the classical word ‘character’ as signifying such a base. Illustrations from various walks of life, small or big, have been interspersed in the article to indicate the essential connections of principle to reality. It is hoped that we might consent to draw sustenance for ethics from our very roots despite inevitable failures or slippages. Ethics is too precious to gain or preserve without persistent battles with one’s own self. Codes and laws are but thin layers of icing on the ethical cake.

This article addresses the issues of identity and ethics. Individual identity can be understood from an essence and/or constructive perspective, and organizational identity from an individual and/or strategic perspective. Three ethical dilemmas are identified in relation to human identity: construction of corporate identity, change of corporate identity, and the corporations’ role in society, summarized as the utility vs humanity dilemma. The conclusion recommends an increased focus on human values management and a process of detachment and transparency in identity issues.

The tendency and ability to take adequate revenge for an insult or injury inflicted in the past have been often glorified as part of a ‘just and honourable’ individual or communal character. This article argues against this old—and currently popular—belief that the act of revenge is justified and reasonable. The central flaw in the idea of revenge is that it is a futile attempt to remedy past suffering. The article shows how revenge cannot be defended as ‘teaching the aggressor a lesson’ or as ‘getting even with the aggressor’ or as ‘retributive punishment’, and why at the heart of the retaliator’s motivation structure there is a tragic self-frustrating contradiction. It also explains how and why revenge spirals escalate rather than bring closure to the violence and injury. The alternative suggested by the article is not ‘forgive and forget’, but ‘remember and resist’. In conclusion, a few powerful defences of revenge are discussed as objections to this generally anti-vengeance moral stand. By answering these objections, it is proved that the rage that feeds vengeance should be restrained and retrained in a positive direction, not because it is a negative emotion—some negative emotions may, depending upon the context, be healthy—but because it is an unjust, sick and self-conflicted emotion.

How can a manager or an organization refine and enrich its global mindset orientation? A radically different frame of aligning people, strategy and purpose may be through the extension and enrichment of a global mindset rather than strategy or structure. This article explores the concept of global mindset from a new perspective and forwards a number of specific action frames for managers to reflect on. The article contends that the negative effects of contemporary globalization can only be overcome through the enrichment of global vision of managers everywhere. As for applicability, the article argues that mindset development can only contribute to the sustainability of organizations and societies.

In the historical progress of nations, economic wealth plays an important role as well as prosperity in social and cultural make-up. When the entire Turkish history is considered, we come across with the institution of Akhism that is both related to the regulation of sociocultural life as well as to the operation of business life within the framework of certain principles and rules. Even though Akhism has aspects in parallel with today’s management philosophies, history has not been immutable and economical activities have changed since the thirteenth-century establishment of Akhism. This theoretical study intends to introduce Akhism that stands as a turning point in Ottoman history in social, cultural and economical aspects. Then the purposes of the institution, its principles and historical progress will be outlined. Furthermore, Akhi associations as well as conflicts with total quality management, social responsibility and corporate culture will be diagnosed.

The article discusses the failure of the current positivistic and materialist business ethics paradigms to adequately deal with the enormity of the contemporary business ethics crisis. Citing behavioural research into the linkage between beliefs, values and behaviour, the author suggests spiritual renewal as a solution based on the ‘fallenness’ of mankind and the reality of human evil. The concept of faith, obedience and the resulting ‘kingdom consciousness’ (May and Whittington 2003) is explored as a basis for spiritual renewal leading to behavioural change. The process of renewal is depicted as a synergistic, mutually supportive relationship between faith and action.