Virtue theory and organizational behavior: an integrative framework

Abstract

Purpose

The purpose of this paper is to provide a functional framework encapsulating a wide range of contributions to the ongoing debate on virtue as a critical dimension of contemporary organizations. In so doing, the authors elaborate and develop an encompassing framework that is in a position to capture the diversity of research in this very field.

Design/methodology/approach

Extant literature on virtue in organizational settings is properly categorized through a taxonomy articulated around the potential foci, as well as loci of virtuous behavior. Virtuousness denotes an ethical attribute of managers, leaders or employees and as such, it may be situated at the micro-individual, meso-organizational or macro-societal level, respectively.

Findings

Based on the potential foci and loci of virtuous behavior, the paper differentiates between virtuous managerial, leaders’ and employees’ attitudes on one hand, and virtuous management and leadership development, as well as virtuous employee training on the other. Furthermore, ethically grounded managerial initiatives and leaders’ responsibilities to further the common good are entwined with endeavors to transform employees into virtuous corporate citizens affirming organizational ethicality.

Practical implications

By identifying both targeted group and level of analysis, organizations can effectively design and implement interventions promoting virtuousness as a valued end in itself.

Originality/value

The paper introduces a framework that can help integrate varying trends on organizational virtuousness that substantially differ in terms of both scope and perspective. In addition, the taxonomy will facilitate both researchers and practitioners to better navigate into the dispersed, and ultimately fragmented streams of literature on the role of virtue in business environments.

Citation

Gotsis, G. and Grimani, K. (2015), "Virtue theory and organizational behavior: an integrative framework", Journal of Management Development, Vol. 34 No. 10, pp. 1288-1309. https://doi.org/10.1108/JMD-02-2015-0021