东西方医学伦理思维之共通性

从中国古代医者的行医事迹、著作来探寻中国的医者是否在行医过程当中勤守医者的本份,也即类似原则思维的表现。虽然中国古代并没有"医学伦理"这个名词,但从历代具有代表性之医者身上发现,其实在中国古代医者的行医事迹当中,就表现出类似的医学伦理情操。因之,医学伦理原则是俱普世价值的,也即世界上有所谓的共同道德存在。     

对我国《人体器官移植条例》的伦理审视

《人体器官移植条例》已经颁布实施,人体器官移植是一种公认的涉及敏感伦理问题的外科手术。通过分析《条例》是否充分体现了国际通行的生命/医学伦理原则,研究了人体器官移植进行进一步伦理规范的必要性,提出了人体器官移植应遵循的具体医学伦理原则。特别强调了其中的"公正"实体原则和"伦理审查"程序原则。     

自由主义:伦理内涵的嬗变与困境

任何完整的政治理论都有其特定的价值结构,为其现实政治主张、制度结构、政策机制的提供伦理支持,并随着时代政治、经济、文化条件的发展而变换其内涵。西方自由主义政治理论的发展分为启蒙时期、功利主义、现代自由主义等重要阶段,自然权利、功利原则和社会公正分别是其不同时代的核心价值要求。阐释和分析自由主义的伦理内涵变换及其理论和现实困境,为了解当代西方自由主义的价值变换及政策走向提供了一个有益的理论视角。     

“Oh Events” for the Professor: Studies and Stories of Religious Studies Abroad

This response explains three ways in which the preceding essays are a significant contribution to the study of study abroad, explores three additional issues, and makes three suggestions for future work on religious studies and study abroad. This response is published alongside of six other essays, comprising a special section of the journal (see Teaching Theology and Religion 18:1, January 2015).     

Psychological ethical climate,leader–member exchange and commitment to superior customer value: influencing salespeople’s unethical intent and sales performance

In today’s competitive environment, salespeople are challenged with creating customer value in an ethical manner while meeting performance goals. Sales supervisors play a critical role in ensuring that this challenge is met. This research examines the roles of psychological ethical climate and leader–member exchange (LMX) in encouraging salespeople’s commitment to providing superior customer value, reducing their unethical intentions and improving sales performance. Results indicate that business-to-business salespeople’s psychological ethical climate perceptions influence their perceived relationship with their sales supervisor (i.e. LMX relationship) as well as their commitment to providing superior customer value. LMX also directly influences commitment to providing superior customer value, which in turn affects salespeople’s unethical intent and quota performance. Theoretical and managerial implications based on the study’s findings are provided, as well as directions for future research.     

Aristotle,Kant, and …Facebook? A Look at the Implications of Social Media on Ethics

The purpose of this study was to explore if and how social media might come to bear on people’s understanding of ethics. Participants were asked to complete online surveys regarding social media interaction and respond to 14 scenarios depicting ethical dilemmas. Our results suggest that social media and people’s perceptions of ethics do share a relationship. Specifically, we found that people who reported being exposed to ethical violations on social media were more likely to find our unethical scenarios to be personally unacceptable, to be of lower ethicality, and to react negatively to the content. These findings suggest that mere exposure to ethical violations is enough to produce awareness in people regarding ethical issues, which carries significant implications for ethics education.     

Linking daily ethical leadership to followers’ daily behaviour: the roles of daily work engagement and previous abusive supervision

The aim of this study was to advance literature on ethical leadership towards its day-level application. Daily ethical leadership is defined as ethical leadership behaviours a leader exhibits on a given day. Beneficial effects of daily ethical leadership on daily helping behaviour and daily counterproductive work behaviour via daily work engagement were examined. Furthermore, yesterday’s abusive supervision was postulated to moderate the impact of today’s ethical leadership on work engagement indicating moderated mediation. The relationship between daily ethical leadership and daily work engagement should be stronger when previous abusive supervision was high. This model was tested using an experience sampling methodology spread over 5 working days. The sample consisted of 241 employees from different organizations. Results supported the beneficial indirect impact of daily ethical leadership on daily helping through strengthening daily work engagement. The indirect effect was non-significant for daily counterproductive work behaviour. Consistent with theoretical assumptions, both indirect effects were strongest with high previous abusive supervision and diminished when previous abusive supervision was low. Implications for leadership research and managerial practice are discussed.