Navigating the ethical maze through design action research. Issue 5 (2014)

• Record Type: Journal Article
• Other Names: Special Editor.
• Is Part Of: European journal of training and development. Volume 38:Issue 5(2014)
• Page Start: 456
• Page End: 482
• Publication Date: 2014
• Subjects: Action research -- Framing -- Ethical decision support system -- Frames -- Heuristics; Employees -- Training of -- Europe -- Periodicals; Employees -- Training of -- Periodicals; Manpower planning -- Europe -- Periodicals; Manpower planning -- Periodicals; Career development -- Periodicals; 331.259205
• DOI: 10.1108/EJTD-08-2013-0087
• Languages: English
• ISSNs: 2046-9012

Abstract

Abstract : Purpose – The purpose of this study is to identify how ethical stances can be used to develop a frame set in the design of a web‐based decision support system (DSS) for ethical decision‐making and to test both the efficacy of these frames and the potential of such a tool for individuals and groups in both leadership development situations and organisational practice. Unethical behaviour by executives is a frequently cited reason for erosion of trust with other stakeholders.Design/methodology/approach – Utilising action research, by choosing ethics frames such as heuristics, a web‐based ethics DSS designed to enable users to explore ethical issues from multiple perspectives was constructed and this was beta‐tested with a major UK bank and a global oil company.Findings – In orchestrating constant revisions of the ethics frames in the tool, learning from each research cycle was identified, a new form of action research, a design action research, which emphasises the importance of collaboration in the design of such decision‐making tools, was offered and the tool for management development and other applications was successfully beta‐tested.Originality/value – It was demonstrated to management developers how web‐based systems might be designed by non‐information technology professionals; the framing literature was added by demonstrating the value of engaging in dialogue about ethical issues of concern to managers and their organisations and thus improving decision‐making; and additions were made to the literature on ethics and Information systems (IS) and contribution toward action research in the fields of IS and ethics was done. Acknowledgements : The authors would like to extend grateful thanks to the editor and two anonymous reviewers whose advice enabled them to critically review early editions of the paper.