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1.
American businesses and corporate executives are faced with a serious problem the loss of public confidence. Public criticism,
increased government controls, and growing expectations for improved financial performance and accountability have accompanied
this decline in trust. Traditional approaches to corporate governance, typified by agency theory and stakeholder theory, have
been expensive to direct and have focused on short-term profits and organizational systems that fail to achieve desired results.
We explain why the organizational governance theories are fundamentally, inadequate to build trust. We advance a conceptual
framework based on stewardship theory characterized by “covenantal relationships” and argue that design of governance mechanisms
using a covenantal approach is more effective in building trust in organizations. A covenantal relationship is a specialized
form of a relational contract between an employee and his or her organization. We argue that regardless of incentives and
control mechanisms carefully designed through contractual mechanisms, in the absence of covenantal relationships it is extremely
difficult to build trust within organizations. We propose that organizations are more likely to build trust – both at the
organizational level and at the interpersonal level – when they create reinforcing and integrated systems that honor implied
duties of “covenantal relationships.” 相似文献
2.
Organizational Role and Environmental Uncertainty as Influences on Ethical Work Climate in Military Units 总被引:1,自引:0,他引:1
In addition to a person’s character and training, the organization’s ethical work climate (EWC) can assess how the organization
influences an individual’s ethical decision-making process by examining the individuals’ perception of “what is the right
thing to do” in a particular organizational environment. Relatively little research has explored which EWCs dominate military
units and the impact of organizational role and environmental uncertainty on individuals in the military and their ethical
decision making. In this study, we examined the predominant EWCs among military units and found that certain organizational
influences are associated with the specific EWCs. Based on these discoveries, we discuss the implications of EWC studies and
the influence of organizational role and environmental uncertainty for researchers, as well as military leaders. 相似文献
3.
Harry J. Van BurenIII 《Journal of Business Ethics》2008,82(3):633-644
Although not always termed “organizational justice,” the fairness of organizations has been a consistent concern of management
thinkers. A review of the 1900–1965 time period indicates that management theorists primarily conceptualized organizational
justice in utilitarian terms, although each theory emphasized distributive and procedural justice to different degrees. There
is clearly a need for contemporary scholars to consider non-economic rationales for organizational justice, but the willingness
of earlier scholars to make utilitarian arguments about organizational justice and productive efficiency helped legitimize
the idea of fairness in organizations as an arbiter of value. Further, each theory tempered absolute managerial autonomy with
some inherent check thereon. Researchers interested in organizational justice should therefore take a historical perspective
in considering how management theory includes consideration of justice-related concerns. 相似文献
4.
Organizations that believe they should “give something back” to the society have embraced the concept of corporate social
responsibility (CSR). Although the theoretical underpinnings of CSR have been frequently debated, empirical studies often
involve only limited aspects, implying that theory may not be congruent with actual practices and may impede understanding
and further development of CSR. The authors investigate actual CSR practices related to five different stakeholder groups,
develop an instrument to measure those CSR practices, and apply it to a survey of 401 U.S. organizations. Four different clusters
of organizations emerge, depending on the CSR practice focus. The distinctive features of each cluster relate to organizational
demographics, perceived influence of stakeholders, managers’ perceptions of the influence of CSR on performance, and organizational
performance. 相似文献
5.
Peus Claudia Wesche Jenny Sarah Streicher Bernhard Braun Susanne Frey Dieter 《Journal of Business Ethics》2012,107(3):331-348
The recent economic crisis as well as other disasters such as the oil spill in the Gulf of Mexico or the nuclear disaster
in Japan has fanned calls for leaders who do not deny responsibility, hide information, and deceive others, but rather lead
with authenticity and integrity. In this article, we empirically investigate the concept of authentic leadership. Specifically,
we examine the antecedents and individual as well as group-level outcomes of authentic leadership in business (Study 1; n = 306) as well as research organizations (Study 2; n = 105). Findings reveal leader self-knowledge and self-consistency as antecedents of authentic leadership and followers’
satisfaction with supervisor, organizational commitment, and extra-effort as well as perceived team effectiveness as outcomes.
The relations between authentic leadership and followers’ work-related attitudes as well as perceived team effectiveness are
mediated by perceived predictability of the leader, a particular facet of trust. We discuss the implications of our findings
for theory and practice and provide suggestions for advancing theory and research on authentic leadership in the future. 相似文献
6.
Management theory and practice are facing unprecedented challenges. The lack of sustainability, the increasing inequity, and
the continuous decline in societal trust pose a threat to ‘business as usual’ (Jackson and Nelson, 2004). Capitalism is at a crossroad and scholars, practitioners, and policy makers are called to rethink business strategy in
light of major external changes (Arena, 2004; Hart, 2005). In the following, we review an alternative view of human beings that is based on a renewed Darwinian theory developed by
Lawrence and Nohria (2002). We label this alternative view ‘humanistic’ and draw distinctions to current ‘economistic’ conceptions. We then develop
the consequences that this humanistic view has for business organizations, examining business strategy, governance structures,
leadership forms, and organizational culture. Afterward, we outline the influences of humanism on management in the past and
the present, and suggest options for humanism to shape the future of management. In this manner, we will contribute to the
discussion of alternative management paradigms that help solve the current crises. 相似文献
7.
This study adopted a dynamic perspective in investigating the effects of employees’ perception of equity (PoE) and perception
of organizational politics (POP) on their trust in organizations and the subsequent effect of such on their commitment. Data
were collected from 216 employees from various industries. The positive effect of PoE and negative effect of POP on employees’
trust were confirmed in this study. It is also found that employees’ trust in organizations has a positive effect on their
organizational commitment. This study also confirmed the mediation of employees’ trust on the relationships between POP, PoE,
and organizational commitment. Besides, the moderation of employees’ trust on the relationships between POP, PoE, and organizational
commitment was not confirmed. Implications and suggestions for future research are discussed. 相似文献
8.
This paper reports the results of two experiments onthe importance of three trust cues on establishinginterpersonal trust within a business setting. Theliterature (Lewis and Weigert, 1985; Ring, 1996) hasidentified two aspects to trust: a cognitive elementin which trust is the result of a rational calculationby the trustor about how the trustee will behave inthe future, and an emotional element in which trust isthe product of a strong positive affection between thetwo individuals. Most social relations, includingeconomic ones, are based on cognitive trust, whereasemotional trust is the basis for intense personalrelationships, such as love and friendship. Thisstudy focuses on three cognitive-based cues thatengender trust within a dyadic relationship: thefrequency with which the trustee and trustor interact,the competence of the trustee, and the consistency ofthe trustees previous behavior. In two experiments,using a budget setting, trust is measured as theperceived reliability of the trustees budgetinformation and the estimated time for the trustor tocomplete the budget task. The results reveal that theconsistency of the trustees previous behavior is themost important element in engendering cognitive-basedtrust within a dyad. 相似文献
9.
James A. Stieb 《Journal of Business Ethics》2006,63(1):75-87
This paper seeks to analyze and to motivate a trend toward virtue ethics and away from deontology in the business ethics account
of organizational loyalty. Prevailing authors appeal to “transcendent” values (deontology), skepticism (there is no loyalty),
or Aristotelianism (loyalty is seeking mutual self-interest). I argue that the “Aristotelian” view clears up the “egoist”
difficulty with loyalty. Briefly, critics feel we must “transcend,” “replace,” “overcome” and most especially sacrifice self-interest on the altar of ethics and loyalty. I argue that few things can be more ethical than loyalty to shared values.
When a company and I both pursue the same value X, there becomes no difference between my seeking my best interest and my
seeking the best interest of the company (and vice versa). Hence, the way out of the egoist difficulty with loyalty is seeing
a company’s interests as my own (Aristotle’s third stage of friendship). 相似文献
10.
Xiaoming Zheng Weichun Zhu Haibo Yu Xi Zhang Lu Zhang 《Frontiers of Business Research in China》2011,5(2):179-198
In light of a series of ethical scandals in China in recent years, this research aims to develop a reliable and valid scale
to measure ethical leadership, namely the “ethical leadership measure (ELM).” Our results show that ELM is strongly and positively
correlated with scales for authentic leadership, ethical leadership, idealized influence, and a recently-developed leadership
virtues questionnaire (LVQ); and negatively correlated with laissez-faire leadership and passive management by exception.
ELM is also found to be positively related to followers’ job satisfaction, affective commitment, trust in leader, organizational
citizenship behavior, and moral identity, and negatively related to followers’ intention to quit. 相似文献
11.
We introduce the concept of “organizational terrorism” to describe dysfunctional leaders who are abusive and who treat organizational
members with contempt and disregard. After identifying the moral duties of leaders in organizations, we explain how organization
members respond to their dissatisfaction with organizations through Exit, Voice, Loyalty, or Neglect. We explain why exercising
voice is the most effective moral choice in dealing with dysfunctional leaders. 相似文献
12.
The paper highlights the dependence of the level of organizational trust on work ethic and aims to show that development of
trust in organizations can be␣stimulated by raising the level of work ethic with organizational practices. Based on the framework
by Kanungo, R. N. and A. M. Jaeger (1990, ‘Introduction: The Need for Indigenous Management In Developing Countries’, in A.
M. Jaeger and R. N. Kanungo (eds.), Management in Developing Countries (Routledge, London), pp. 1–23), historical–cultural analysis of the Lithuanian context is carried out. The country is chosen
as an example of a post-socialist context where work ethic and trust in the society tended to be rather low. The authors discuss
organizational practices, particularly the ones related to people management, which can facilitate development of work ethic,
and thus, trust in organizations operating in a post-socialist context. The importance of a processual approach to the development
of organizational trust and the ethical content of organizational practices, which are aimed at developing organizational
trust is highlighted. Directions for further research are indicated. 相似文献
13.
The Dynamics of Fair Trade as a Mixed-form Market 总被引:1,自引:0,他引:1
This article analyses the Fair Trade sector as a “mixed-form market,” i.e., a market in which different types of players (in
this case, nonprofit, co-operative and for-profit organizations) coexist and compete. The purposes of this article are (1)
to understand the factors that have led Fair Trade to become a mixed-form market and (2) to propose some trails to understand
the market dynamics that result from the interactions between the different types of players. We start by defining briefly
Fair Trade, its different dimensions (including the “fair” quality of the products) and its organizational landscape, focusing
on the distinction between the pioneer “Alternative Trading Organizations” and the second-mover companies. Then, we recall
the theoretical emergence factors for each type of organization (nonprofit, co-operative and for-profit) and apply these emergence
factors to the context of Fair Trade. This analysis allows us to capture the specificities of each type of operator with regard
to Fair Trade and, thus, to have a better understanding of the dynamics in the sector. Such dynamics includes competition,
but also conflict and partnership. Our analysis includes elements on ethical imitation, consumers’ behaviors, effects on welfare
and the role of the government. 相似文献
14.
Mathew L. Sheep 《Journal of Business Ethics》2006,66(4):357-375
In a world which can be increasingly described as a “society of organizations,” it is incumbent upon organizational researchers
to account for the role of organizations in determining the well-being of societies and the individuals that comprise them.
Workplace spirituality is a young area of inquiry with potentially strong relevance to the well-being of individuals, organizations,
and societies. Previous literature has not examined ethical dilemmas related to workplace spirituality that organizations
might expect based upon the co-existence of multiple ethical work climates, nor has previous literature accounted for the
relevance of the cosmopolitan (external, societal) source of moral reasoning in the ethical treatment of workplace spirituality.
The purpose of this paper is to address these gaps by articulating two such ethical dilemmas related to workplace spirituality:
the “quiet desperation” dilemma and the instrumentality dilemma. Moreover, I propose two theoretical contexts that foster
“both-and” rather than “either-or” thinking, thereby mitigating (moderating) the relationships between climate combinations
and conflictual aspects of the ethical dilemmas. For the “quiet desperation” dilemma, I propose a person–organization fit
perspective to emphasize diversity of individual preferences instead of a managerially prescribed uniformity of spirituality.
For the instrumentality dilemma, I propose a multiparadigm approach to workplace spirituality research to avoid the privileging
of one research interest over another (e.g., instrumentality, individual fulfillment, societal good). I conclude with suggestions
for future research. 相似文献
15.
Disclosure of medical and errors to patients has been increasingly mandated in the U.S. and Canada. Thus, some health systems
are developing formal disclosure policies. The present study examines how disclosure training may impact staff and the organization.
We argue that organizations that support “disclose and apologize” activities, as opposed to “deny and defend,” are demonstrating
values-based ethics. Specifically, we hypothesized that when health care clinicians are trained and supported in error disclosure,
this may signal a values-based ethical environment, and staff may be more committed to the organization. We surveyed 325 clinical
care providers employed by a large hospital that had recently begun implementing disclosure policies and training. Disclosure
training explained significant variance in perceptions of the ethical environment, and the ethical environment mediated the
relationship between disclosure training and organizational commitment. Although this study explored disclosure of medical
errors, organizational support for error disclosure is a concept that could be relevant for many types of organizations. 相似文献
16.
George Bragues 《Journal of Business Ethics》2010,97(1):21-33
This research examines how the meaning of risk, safety, and accidents are constructed in a military context. We compare meanings
of these constructs among members working for three organizations (Health and Safety Executive, Ministry of Defence, and Royal
Marine Commandos) jointly responsible for planning and executing “safe” military training and maneuvres in a particular unit
of the United Kingdom’s Royal Marine Commandos. The discourse among these members embodies the inter-organizational collaboration
over military safety, and through an analysis of this discourse we situate and frame shared and contested meanings of risk,
safety, and accidents within this particular community of practice. We discuss implications of these findings for theory and
practice, rallying for a more contextualized understanding of what risk, safety, and accidents mean in organizational life
and thus the relative nature of the standards to which organizations are expected to adhere. 相似文献
17.
Davide Pietroni Gerben A. Van Kleef Carsten K. W. De Dreu 《Group Decision and Negotiation》2008,17(1):31-49
Negotiators may respond to each other’s offers and demands in different ways. Whereas many negotiation experiments present
participants with numerical information about offers and counteroffers (e.g., “I propose 6–8–2”; numerical response mode), real life negotiations often involve affective and evaluative statements (e.g., “I didn’t like your last
offer, but I would be happy to explore alternatives”; affective response mode). The present research explores the differential consequences of responding in affective as opposed to numerical
terms. Specifically, we predicted and found that affective responses increase the impact of social and contextual cues on
negotiation behavior. Three studies demonstrate that the impact of other’s toughness (Experiment 1), other’s respectability
(Experiment 2), and other’s appearance (Experiment 3) on a negotiator’s demands and concessions is greater when the other
provides affective rather than numerical feedback. 相似文献
18.
Leadership,Trustworthiness, and Ethical Stewardship 总被引:1,自引:0,他引:1
Leaders in today’s world face the challenge of earning the trust and commitment of organizational members if they expect to
guide their companies to success in a highly competitive global context. In this article, we present empirical results indicating
that when leadership behaviors are perceived as trustworthy through the observer’s mediating lens, trust increases and leaders
are more likely to be viewed as ethical stewards who honor a higher level of duties. This article contributes to the growing
body of literature about the importance of ethical stewardship in the trust relationship. 相似文献
19.
20.
We studies the relationship between organizational trust and work performance through questionnaire method. By establishing
six nested models and two non-nested models and comparing them with the hypotheses model, we find that an employee’s trust
in his/her immediate superior, co-workers, and the top manager all exert positive influences upon his/her work performance
and these influences are independent and supplementary to one another. We also discuss the complex effects of an individual’s
perception of different organizational members upon their behaviors. It is found that the influence of an employee’s trust
in top manager upon individuals’ job performance is partially mediated by his/her trust in immediate superiors.
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Translated from Xinli Xuebao 心理学报 (Acta Psychological Sinica), 2006, 38(5): 770–777 相似文献