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The Effect of Live Theatre on Business Ethics

Author

Listed:
  • Amy David

    (Purdue University)

  • Amanda S. Mayes

    (Purdue University)

  • Elizabeth C. Coppola

    (Purdue University)

Abstract

While many authors have theorized about the ability of the humanities to enhance business ethics education, scant empirical work exists to support this speculation. We therefore conduct a study to measure the impact of a live theatre performance on ethical reasoning. We asked students to analyze an ethically-laden historical disaster scenario both before and after attending a performance featuring related narrative themes. Our hypothesis is that attending a live performance would cause students to take a more ethical view of an industrial disaster case study. Results show support for the notion that live theatre may impact individuals’ ethical decision-making as applied to a representative business case. Specifically, we found a significant difference in what parties students hold responsible, what actions students think should have been taken, and how cultural norms affect students’ perceptions of ethical obligations. We therefore suggest that live theatre may be a novel pedagogical tool in business ethics education.

Suggested Citation

  • Amy David & Amanda S. Mayes & Elizabeth C. Coppola, 2020. "The Effect of Live Theatre on Business Ethics," Humanistic Management Journal, Springer, vol. 5(2), pages 215-230, December.
    • Handle: RePEc:spr:humman:v:5:y:2020:i:2:d:10.1007_s41463-020-00081-y
    DOI: 10.1007/s41463-020-00081-y
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    References listed on IDEAS

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    1. Nelarine Cornelius & James Wallace & Rana Tassabehji, 2007. "An Analysis of Corporate Social Responsibility, Corporate Identity and Ethics Teaching in Business Schools," Journal of Business Ethics, Springer, vol. 76(1), pages 117-135, November.
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    3. Barbara Ritter, 2006. "Can Business Ethics be Trained? A Study of the Ethical Decision-making Process in Business Students," Journal of Business Ethics, Springer, vol. 68(2), pages 153-164, October.
    4. David Jones, 2009. "A Novel Approach to Business Ethics Training: Improving Moral Reasoning in Just a Few Weeks," Journal of Business Ethics, Springer, vol. 88(2), pages 367-379, August.
    5. Matthias Hühn, 2014. "You Reap What You Sow: How MBA Programs Undermine Ethics," Journal of Business Ethics, Springer, vol. 121(4), pages 527-541, June.
    6. Benjamin Neville & Bulent Menguc, 2006. "Stakeholder Multiplicity: Toward an Understanding of the Interactions between Stakeholders," Journal of Business Ethics, Springer, vol. 66(4), pages 377-391, July.
    7. Kevin Morrell, 2004. "Socratic Dialogue as a Tool for Teaching Business Ethics," Journal of Business Ethics, Springer, vol. 53(4), pages 383-392, September.
    8. Hun-Joon Park, 1998. "Can Business Ethics Be Taught?: A New Model of Business Ethics Education," Journal of Business Ethics, Springer, vol. 17(9), pages 965-977, July.
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    Cited by:

    1. Anne M. Greenhalgh & Douglas E. Allen & Jeffrey Nesteruk, 2020. "Preface to the Special Issue: Bringing the Humanities and Liberal Learning to the Study of Business," Humanistic Management Journal, Springer, vol. 5(2), pages 153-158, December.

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