A Conceptual Model for the Ethical Management of Technology: An Organizational Perspective

• Published in: International journal of technology, knowledge and society Vol. 3; no. 2; pp. 99 - 108
• Main Authors: Blumberg, Melvin, Culpan, Refik
• Format: Journal Article
• Language: English
• Published: Champaign Common Ground Research Networks 01.01.2007
• Subjects: Altruism; Common good; Conceptual models; Decision making; Egoism; Ethics; Human rights; Interdependence; Kohlberg's theory; Leadership; Machinery; Management; Moral development; Organizational Behavior; Resource Management; Social systems; Technology; Uncertainty; Utilitarianism; Work organization
• ISSN: 1832-3669
• DOI: 10.18848/1832-3669/CGP/v03i02/59474

This paper provides a conceptual model for examining and enhancing the ethical management of technology within an organizational setting. We argue that the apparently disparate definitions of technology--tools, machines, techniques, and processes, are not mutually exclusive, but are actually components of a larger whole--a technical system. A key theme of this paper is that it is not so much technology itself that is in need of management, but rather the increases in technically-required interdependence, uncertainty, and environmental dynamics created as the technology is organized to create a useful system. After suggesting that a technical system is best managed by a properly organized social system, we examine the relationships among ethical principles, moral practices, and ethical outcomes. Seven approaches to ethical decision making, viz., altruism, virtues, human rights, utilitarianism, duty, common good, and egoism are briefly reviewed and ordered into a logical progression by means of Kohlberg's theory of moral development. We posit that ethical leadership and ethical climates are necessary for the continuing ethical development of employees beyond levels held at their entry into a work organization. The model is then used to suggest how organizational participants interacting by means of social systems use and control technology through ethical choice processes. Also considered briefly is the impact of strategic-level decisions in the organic and mechanistic organizational forms. Implications for managerial practice are provided along with propositions for further research.