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The aim of this research was to examine partial reflective awareness in ethical business choices in Croatia. The ethical decision-making is interlinked with sustainable practices, but it is also its prerequisite. Thus, better understanding of business ethics decision-making provides a basis for designing and implementing sustainability in a corporate setting. The research was done on student populations who will soon carry important roles and make important decisions for individuals, organizations, and society. The field research was conducted using Kohlberg’s scenarios. The results reveal that the process of decision-making goes through the lenses of respondents’ own preferred ethics. However, the reflective awareness of respondents’ preferred ethics is skewed and regularities in that deviations point out to the relevance of the context characteristics and arousal factors. In addition, the individuals do not use all available information in the assessment process. The revealed partial reflective awareness contributes to explanation of why people have problems with justifying their choices. As there are many examples of unethical behavior in the environment that remain unpunished, it is necessary to raise awareness of the issue. Improvement in reflective awareness would contribute to more sustainable ethical choices and reveal a possibility of an intervention design within the higher education framework.

The inclusion of emotions in the strategic decision-making research is long overdue. This paper deals with the emotions that human resource managers experience when they participate in a strategic problem-solving event or a strategic planning event. We examine the patterns in the intensity of experienced emotions with regard to event appraisal (from a personal perspective and the organization&rsquo, s perspective), job satisfaction, and coexistence of emotions. The results reveal that enthusiasm is the most intensely experienced emotion for positively appraised strategic decision-making events, while frustration is the most intensely experienced emotion for negatively appraised problem-solving events, as is disappointment for strategic planning. The distinction between a personal and organizational perspective of the event appraisal reveals differences in experienced emotions, and the intensity of experienced anger is the best indicator of the difference in the event appraisals from the personal and organizational perspective. Both events reveal the variety of involved emotions and the coexistence of&mdash, not just various emotions, but also emotions of different dominant valence. The findings indicate that a strategic problem-solving event triggers greater emotional turmoil than a strategic planning event. The paper also discusses theoretical and practical implications.