The Conscious Corporate Growth Strategic Approach and Its Implementation

  • Mario CarrassiEmail author
Part of the Issues in Business Ethics book series (IBET, volume 38)


In this chapter the link between virtue ethics as a framework for responsible management and strategic planning is demonstrated and I show how the concepts and practices of virtue ethics are embodied in the Conscious Corporate Growth approach. Concern for the environment, and for sustainability, are now part of the mission of many organisations. However, although they are often keenly and honesty promoted, they are not always integrated with the wider aspirations and plans of the company. This not only hinders implementation but also reduces the credibility of the company’s commitment. The application of the concepts of virtue ethics can be helpful in this situation and in others where there are competing objectives, for virtue ethics is concerned with character rather than with what should be done so as to comply with rules or duty, or with how well the results of the company’s actions contribute to the good of society.


Strategic Planning Virtue Ethic Reflective Thinking Intent Planning Strategic Intent 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


  1. Ackoff, R.L. 1970. A concept of corporate planning. New York: Wiley.Google Scholar
  2. Berger, I.E., P. Cunningham, and M.E. Drumwright. 2007. Mainstreaming corporate social responsibility: Developing markets for virtue. California Management Review 49(4): 132–157.CrossRefGoogle Scholar
  3. Beyers, L., and S. Langenberg. 2010. Courageous stakeholder European SPES Cahier 6. In Respect and economic democracy, ed. L. Bouckaert and P. Arena, 37–55. Antwerpen/Apeldoorn: Garant.Google Scholar
  4. Carrassi, M., and H. Harris. 2010. The process of conscious corporate growth: A Utopian interpretation or a possible investigation prospective? Paper presented at the annual EBEN (European business ethics network) meeting: Which values for which organization, Trento.Google Scholar
  5. Chun, R. 2005. Ethical character and virtue of organizations: an empirical assessment and strategic implications. In Journal of Business Ethics 57:269–284.Google Scholar
  6. Cooperrider, D., and S. Srivastva. 1987. Appreciative inquiry in organizational life. In Research in organizational change and development, ed. W. Pasmore and R. Woodman, 129–169. Greenwich: JAI Press.Google Scholar
  7. Hamel, G., and C.K. Prahalad. 1989. Strategic intent. Harvard Business Review, May–June, 63–76.Google Scholar
  8. Hamel, G., and C.K. Prahalad. 1994. Competing for the future. Boston: Harvard University Press.Google Scholar
  9. Hart, S.L. 1992. An integrative framework for strategy-making processes. Academy of Management Review 17: 327–351.Google Scholar
  10. Kotter, J.P. 1995. Leading change: Why transformation efforts fail. Harvard Business Review 73(1): 59–67.Google Scholar
  11. MacIntyre, A. 1985. After virtue, 2nd ed. London: Gerald Duckworth.Google Scholar
  12. Mintzberg, H. 1994. The rise and fall of strategic management. Cambridge: Harvard Business School Press.Google Scholar
  13. Mintzberg, H., and J.A. Waters. 1985. Of strategies, deliberate and emergent. Strategic Management Journal 6: 257–272.CrossRefGoogle Scholar
  14. Sekerka, L., A. Brumbaugh, J. Rosa, and D. Cooperrider. 2006. Comparing appreciative inquiry to a diagnostic technique in organizational change: the moderating effects of gender. International Journal of Organization Theory and Behavior 9: 449–489.Google Scholar

Copyright information

© Springer Netherlands 2013

Authors and Affiliations

  1. 1.Dipartimento di Scienze Economiche e Metodi MatematiciUniversity of Bari – Aldo MoroBariItaly

Personalised recommendations