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An Extraordinary Concept in the Ordinary Service of Management

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  • Gilbert, Daniel R.

Abstract

The papers by Mele, Randels, and Schrag call attention to the proper work that the concept of loyalty can perform. All three authors argue that loyalty is not taken seriously enough in modern corporations. As Mele, Randels, and Schrag independently ascribe special status to the concept of loyalty, their analyses converge along numerous conceptual margins. Along these margins, a singular conception of loyalty comes into focus. Along these margins, we can see simultaneously why each author assigns extraordinary status to loyalty and why, ironically, each turns the special concept of loyalty over to the service of conventional management thinking. Mele, Randels, and Schrag leave it for us to ponder whether this ironic twist is unique to the concept of loyalty.

Suggested Citation

  • Gilbert, Daniel R., 2001. "An Extraordinary Concept in the Ordinary Service of Management," Business Ethics Quarterly, Cambridge University Press, vol. 11(1), pages 1-9, January.
    • Handle: RePEc:cup:buetqu:v:11:y:2001:i:01:p:1-9_00
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    Cited by:

    1. Aksoy, Lerzan & Keiningham, Timothy L. & Buoye, Alexander & Larivière, Bart & Williams, Luke & Wilson, Ian, 2015. "Does loyalty span domains? Examining the relationship between consumer loyalty, other loyalties and happiness," Journal of Business Research, Elsevier, vol. 68(12), pages 2464-2476.
    2. Masakure, Oliver, 2016. "The effect of employee loyalty on wages," Journal of Economic Psychology, Elsevier, vol. 56(C), pages 274-298.
    3. Juan Elegido, 2013. "Does It Make Sense to Be a Loyal Employee?," Journal of Business Ethics, Springer, vol. 116(3), pages 495-511, September.

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