Hostname: page-component-78c5997874-dh8gc Total loading time: 0 Render date: 2024-11-10T11:33:55.877Z Has data issue: false hasContentIssue false
  • English
  • Français

Collaborative Control and the Commons: Safeguarding Employee Rights

Published online by Cambridge University Press:  23 January 2015

Brian K. Burton  and
Craig P. Dunn
Get access Rights & Permissions [Opens in a new window]

Abstract

The logic of the commons is applied to the U.S. labor pool. It is argued that the labor pool is an “active” commons, a commons in which the resource as well as the users of the resource can change voluntarily. For this commons to be tended properly, technical solutions are ineffective and inappropriate; both employer and employee must have trust in the mechanisms that tie them together. Collaborative control is given as a possible framework for making the morality shift necessary to avoid ultimate tragedy.

Type
Articles
Information
Business Ethics Quarterly , Volume 6 , Issue 3 , July 1996 , pp. 277 - 288
Copyright
Copyright © Society for Business Ethics 1996

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Coffee, J.C. Jr., Lowenstein, L., & Rose-Ackerman, S. (1988). Knights, Raiders, and Targets: The Impact of the Hostile Takeover. New York, New York: Oxford University Press.Google Scholar
Collins, D. (1988). “Adam Smith's Social Contract: The Proper Role of Individual Liberty and Government Intervention.” Business & Professional Ethics Journal, vol. 7(3 & 4), pp. 119‐46.Google Scholar
Donaldson, T. (1989). The Ethics of International Business. New York: Oxford University Press.Google Scholar
Donaldson, T. (1991). “Just Business Abroad.” The Responsive Community, vol. 1 (4), pp. 48‐55.Google Scholar
Dunn, C.P., & Daily, C.M. (1991). “The Fusion of Privilege and Power: ESOPs in Theory and Practice. Employee Responsibilities and Rights Journal, vol. 4 (1), pp. 61‐74.Google Scholar
Hardin, G. (1968). “The Tragedy of the Commons.” Science, vol. 162 (3859), pp. 1243‐1248.Google Scholar
Hardin, G. (1980). Promethean Ethics: Living with Death, Competition, and Triage. Seattle: University of Washington Press.Google Scholar
Hare, R.M. (1992). “One Philosopher's Approach to Business and Professional Ethics.” Business & Professional Ethics Journal, vol. 11 (2), pp. 3‐19.CrossRefGoogle Scholar
Johnston, W.B. & Packer, A.H. (1987). Workforce 2000: Work and Workers for the 21st Century. Indianapolis: Hudson Institute, Inc.Google Scholar
Kaplan, S. (1989). “The Effects of Management Buyouts on Operating Performance and Value.” Journal of Financial Economics, vol. 24 (2), pp. 217‐54.Google Scholar
Lad, L.J. (1992). “Collaborating for Control: New Mechanisms for Future Regulation.” Paper presented at the 52nd Annual Meeting, Academy of Management.Google Scholar
Ostrom, E. (1990). Governing the Commons. Cambridge: Cambridge University Press.Google Scholar
Redwood, A. (1990). “Human Resource Management in the 1990s.” Business Horizons, vol. 33 (1), pp. 74‐80.CrossRefGoogle Scholar
Schwartz, B. (1986). The Battle for Human Nature. New York: Norton.Google Scholar
Smith, A. (1976). The Theory of Moral Sentiments. Oxford: Clarendon Press.Google Scholar
Werhane, P.H. (1985). Persons, Rights, and Corporations. Englewood Cliffs, NJ: Prentice-Hall, Inc.Google Scholar
Williamson, O. (1975). Markets and Hierarchies: Analysis and Antitrust Implications. New York: Free Press.Google Scholar