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1.
The study examines whether (a) personal and organizational values differ in private and public sectors, and (b) personal values
and value congruence – the extent of matching between personal and organizational values – influence unethical practices and
work behavior. Three hundred and forty middle-level managers from four manufacturing organizations rated 22 values as guiding
principles to them to identify their personal values. In order to index organizational values, 56 top-level managers of the
same organizations rated how important such values were to the organization. Results revealed that the important shared values
among managers of private and public sectors are product quality and customer service. Congruence between personal and organizational
values is found to be higher in the private sector compared to the public sector. Middle-level managers in the private sector
shared the organizational values more than the managers in the public sector. Irrespective of the type of organizations and
age of managers, personal values more potently and consistently decreased unethical practices and increased work behavior
compared to value congruence. Hiring managers emphasizing personal values can demote unethical practices and promote work
behavior. 相似文献
2.
Actions within organizational contexts should be understood differently as compared with actions performed outside of such
contexts. This is the case due to the agentic shift, as discussed by social psychologist Stanley Milgram, and the role that
systemic factors play in shaping the available alternatives from which individuals acting within institutions choose. The
analysis stemming from Milgram’s experiments suggests not simply that individuals temporarily abdicate their moral agency on occasion, but that there is an erosion of agency within organizations. The point about the erosion of agency is deepened in the discussion of a case study which
illustrates the difficulty of identifying even the bare “ownership” of actions within organizations. While this is the case,
explicating these reasons suggests that both individual actors and firms can bear ethical responsibility within organizational
contexts. As part of the effort to present the whole picture, business ethics courses should introduce students to the relevant
insights from social psychology and human factors research. 相似文献
3.
In a world that has become increasingly dependent upon employee ownership, commitment, and initiative, organizations need
leaders who can inspire their␣employees and motivate them individually. Love, forgiveness, and trust are critical values of
today’s organization leaders who are committed to maximizing value for organizations while helping organization members to
become their best. We explain the importance of love, forgiveness, and trust in the modern organization and identify 10 commonalities
of these virtues. 相似文献
4.
Two large online surveys were conducted among employees in Germany to explore the importance employees and organizations place
on aspects of interpersonal respect in relation to other work values. The first study (n = 589) extracted a general ranking of work values, showing that employees rate issues of respect involving supervisors particularly
high. The second study (n = 318) replicated the previous value ranking. Additionally, it is shown that the value priorities indicated by employees
do not always match their perceptions of actual organizational practices. Particularly, interpersonal respect issues that
involve employees’ supervisors diverge strongly negative. Consequences and potentials for change in organizations are discussed. 相似文献
5.
Incidences of organizational wrongdoing have become wide spread throughout the whole business world. The management of organizational
wrongdoings is of growing concern in organizations globally, since these types of acts can be detrimental to financial well
being. Wrongdoing occurs within organizational settings and organizational members commonly have knowledge of and thus the
opportunity to report the wrongdoing. An employee’s decision to report individual or organizational misconduct, i.e. blow
the whistle, is a complex phenomenon that is based upon organizational, situational and personal factors. The purpose of this
study is to examine the relationship between value orientations of individuals and choices for particular whistleblowing modes.
Our results show that there are significant relationships between these variables. We contribute to the extant literature
by choosing Turkey as context as most studies have been conducted in the US and Europe, and little has been reported about
the actions taken by employees in non-Western cultures when they observe wrongdoing in their organizations. 相似文献
6.
With increasing awareness of environmental issues, there has been rising demand for environmental-friendly business practices.
Prior research has shown that the implementation of environmental management practices is influenced by existing and potential
stakeholder groups in the form of external pressures from legislators, environmental groups, financial institutions and suppliers,
as well as internally by employees and owner/manager attitudes and knowledge. However, it has been reported that despite business
owner/managers having strong “green” attitudes, the level of implementation of environmental-friendly practices is low. In
order to explore the connection between pressures for improved practices and the management actions taken, this article examines
how influence from various stakeholders is related to awareness of environmental issues, and how this awareness relates to
actions taken within the businesses to reduce the environmental impact of their operations. The results indicate that legislation
does result in general environmental awareness, and that organizations are then willing to␣change their business processes
and environmental strategies. However, despite their actions they have little awareness of the benefits that might arise from
cost reductions from their environmental-friendly practices. Those influenced by their suppliers act to reduce waste, but
do not put into place formal environmental management systems, or use environmental messages to market their goods or services.
Nevertheless, it can be argued that they have a real commitment to environmental issues, as evidenced by a willingness to
voluntarily contribute to environmental organizations. 相似文献
7.
This study explores linkages between what Chinese managers generally know about environmental issues, how strongly they value environmental protection, and different types of behaviours/actions they may take within their organizations on behalf of the environment. From a sample of 305 managers in Guangzhou and Beijing, it was found that both environmental knowledge and values are more predictive of more personal managerial behaviours, such as keeping informed of relevant company issues and working within the system to minimize environmental impacts, than more overt behaviours. Moreover, for these more personal actions, environmental knowledge and values were found to have both main and interactive effects. By comparison, it was found that both environmental values and knowledge had additive effects on managerial tendencies to initiate new programs within their domain of responsibility. Only environmental values was found to have a modest influence environmental advocacy. 相似文献
8.
Morals or Economics? Institutional Investor Preferences for Corporate Social Responsibility 总被引:2,自引:1,他引:1
This article presents the results of a study that analysed whether social responsibility had any bearing on the decision making
of institutional investors. Being that institutional investors prefer socially aligned organizations, this study explored
to what extent the corporate actions and/or social/environmental investments influenced their decisions. Our results suggest
that there are specific variables that affect the perceived value of the organization, leading to decisions to not only invest,
but whether to hold or sell the shares, and therefore having a consequential impact on the capital market’s valuation. 相似文献
9.
In recent times, organizations have experienced consumer backlash as a result of decisions to support controversial causes.
To date, little research has attempted to explain consumers’ negative response as a function of religion. This study addresses
that gap in the literature and examines consumer religious commitment and Christian consumers’ conservative beliefs in the
United States as motivating factors for consumer activist behavior and boycott participation. Findings from a national sample
of 531 consumers suggest that consumers evaluate seller’s actions and form ethical judgments. These judgments are a major
explanatory variable in consumers’ voice complaints, third-party complaint intentions, and boycott intentions. 相似文献
10.
Chellie Spiller Edwina Pio Lijijana Erakovic Manuka Henare 《Journal of Business Ethics》2011,104(2):223-235
Organizations are searching for innovative business approaches that deliver profits and create shared value for all stakeholders.
We show what can be learned from the relational wisdom approach of Indigenous Māori and reframe the prevailing economic argument
that has seen companies profit and prosper at the expense of communities and ecologies. We develop an ethic of kaitiakitanga model premised on Māori values which holds the potential to enrich and further humanize our understanding of business. The
Māori economy is a globally connected, prosperous, and profitable sector of the New Zealand economy. By drawing on Māori values,
we present a wisdom position through an ethic of kaitiakitanga or stewardship to emphasize and illustrate the interconnectedness of life in a woven universe. Through practicing kaitiakitanga, organizations can build businesses where wisdom is consciously created through reciprocal relationships. In this worldview
of business, humans are stewards endowed with a mandate to use the agency of their mana (spiritual power, authority, and sovereignty) to create mauri ora (conscious well-being) for humans and ecosystems—and this commitment extends to organizations. 相似文献
11.
This qualitative study indentifies how corporate responsibility (CR) practices are diffused to companies, as well as the factors
that influence this diffusion process. Forest companies, industry associations, non-governmental organizations, and academics
in Brazil, Canada, and the United States participated in this interview-based study. Data emerging from a grounded theory
approach revealed three factors influencing the diffusion of CR practices to companies: (1) external contextual characteristics,
(2) connectors, and (3) experts and expert organizations. These three factors influence each other, meaning that the diffusion
process of CR practices is somewhat cyclic. These interactions are usually manifested by companies and expert organizations
influencing each other’s actions, being influenced by the external environment, and contributing to the CR trends that are
observed in the external environment. 相似文献
12.
Virtuousness refers to the pursuit of the highest aspirations in the human condition. It is characterized by human impact,
moral goodness, and unconditional societal betterment. Several writers have recently argued that corporations, in addition
to being concerned with ethics, should also emphasize an ethos of virtuousness in corporate action. Virtuousness emphasizes
actions that go beyond the “do no harm” assumption embedded in most ethical codes of conduct. Instead, it emphasizes the highest
and best of the human condition. This research empirically examines the buffering and amplifying effects of virtuousness in
organizations. The study hypothesizes that virtuousness has a positive effect on organizations because amplifying dynamics
make subsequent virtuous action more likely, and buffering dynamics reduce the harmful effects of downsizing. The study reveals
that two types of virtuousness – tonic and phasic – are associated with these effects. 相似文献
13.
Peter Verhezen 《Journal of Business Ethics》2010,96(2):187-206
This article argues that attempting to overcome moral silence in organizations will require management to move beyond a compliance-oriented
organizational culture toward a culture based on integrity. Such cultural change is part of good corporate governance that
aims to steer an organization to enhance creativity and moral excellence, and thus organizational value. Governance mechanisms
can be either formal or informal. Formal codes and other internal formal regulations that emphasize compliance are necessary,
although informal mechanisms that are based on relationship-building are more likely to achieve moral excellence. Such a shift
can be viewed as a transformative strategy for overcoming the destructive side effects and business risks of the tendency
within corporate cultures to remain mute when faced with issues that violate personal or corporate values. Genuine dialogues
and appropriate ethical decision-making training can deepen the understanding and create a mindful awareness (of ethical values)
and induce trust that embrace both complying with rules and regulations, as well as inciting creative “ethical innovation”
with respect to human interaction in multinational companies. 相似文献
14.
Robert W. Stewart 《Journal of Business Ethics》2011,99(3):453-465
Efforts to identify antecedents of employee turnover are likely to offer value to organizations through money saved on recruitment
and new-hire training. The authors utilized the stakeholder perspective to corporate social responsibility to examine the
effects of a perceived climate for ethics on the relationship between diversity climate and voluntary turnover intentions.
Specifically, they examined how ethics climate (employees’ perceptions that their organization values and enforces ethically
correct behavior) affected the diversity climate–turnover intentions relationship. Results indicated that ethics climate moderated
the diversity climate–turnover intentions relationship. Turnover intentions were lowest among workers perceiving both a pro-diversity
and highly ethical climate. These results reinforce the need to communicate both diversity values and ethical standards to
employees. 相似文献
15.
Robert Stewart Sabrina D. Volpone Derek R. Avery Patrick McKay 《Journal of Business Ethics》2011,100(4):581-593
Efforts to identify antecedents of employee turnover are likely to offer value to organizations through money saved on recruitment
and new-hire training. The authors utilized the stakeholder perspective to corporate social responsibility to examine the
effects of a perceived climate for ethics on the relationship between diversity climate and voluntary turnover intentions.
Specifically, they examined how ethics climate (employees’ perceptions that their organization values and enforces ethically
correct behavior) affected the diversity climate–turnover intentions relationship. Results indicated that ethics climate moderated
the diversity climate–turnover intentions relationship. Turnover intentions were lowest among workers perceiving both a pro-diversity
and highly ethical climate. These results reinforce the need to communicate both diversity values and ethical standards to
employees. 相似文献
16.
John Alexander 《Journal of Business Ethics》2007,76(2):155-162
There is a systemic condition inherent in contemporary markets that compel managers not to pursue more morally preferable
initiatives if those initiatives will require actions that conflict with profit maximization. Normative arguments for implementing
morally preferable practices within the existing system fail because they are insufficient to counter-act the systemic conditions
affecting decision-making that is focused on maximizing profit as the primary operational value. To overcome this constraint
we must elevate a more normatively preferable value, ‚ideal environmental sustainability,’ to the level of being the primary
filtering value through which other competing values are evaluated, prioritized, and implemented. In order for this to occur
in practice, a change must be made relative to the laws, rules, and regulations that define and guide the market. This can
be done by suitably defining the epistemic constraint of impartiality utilizing Rawls’ notion of a ‚veil of ignorance’ as
a heuristic device.
John K. Alexander is an Adjunct at Grand Valley State University (Allendale MI) and Grand Rapids Community College (Grand
Rapids MI). Areas of interest include Socratic, philosophy, business/organizational ethics, health care ethics, and philosophy
of management. He has published papers in HEC Forum, Teaching Philosophy, Philosophy of Management, Journal of Business Ethics
and Business Ethics Quarterly. Prior to becoming a visiting professor at GVSU in 2001, he had thirty-five years experience
working and managing in foundries. 相似文献
17.
Evolution and Implementation: A Study of Values, Business Ethics and Corporate Social Responsibility 总被引:7,自引:0,他引:7
There is growing recognition that good ethics can have a positive economic impact on the performance of firms. Many statistics support the premise that ethics, values, integrity and responsibility are required in the modern workplace. For consumer groups and society at large, research has shown that good ethics is good business. This study defines and traces the emergence and evolution within the business literature of the concepts of values, business ethics and corporate social responsibility to illustrate the increased emphasis that has been placed on these issues over time. Two organizations that have successfully dealt with these issues were analyzed to identify the links among values, ethics, and corporate social responsibility as they are incorporated into the culture and management of a firm. This study identified the presence and implementation of values, business ethics, and CSR actions within the two organizations studied. 相似文献
18.
Recent research suggests that philanthropy’s value to the firm is largely mediated by contextual factors such as managers’
assumed motives for charity. Our article extends this contingency perspective using a “sensegiving” lens, by which external
actors’ interpretations of organizational actions may be influenced by the way in which the organization communicates about
those actions. We consider how sensegiving features in philanthropy-related press releases affect whether investors value
those donation decisions. For the empirical investigation in this study, we analyze abnormal returns to announcements by U.S.
Fortune 500 firms documenting their donations to Hurricane Katrina disaster relief in 2005. We expect that in general, donation
decisions would be controversial given the uncertainty surrounding the hurricane’s economic effects at the time. However,
we also propose that announcements emphasizing employee involvement in the donation send investors positive signals about
the firm’s ability to bounce back from the disaster’s adverse effects. We find empirical support for the proposed hypotheses,
and discuss the implications for theory and practice. 相似文献
19.
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
20.
Although studies in organizational storytelling have dealt extensively with the relationship between narrative, power and
organizational change, little attention has been paid to the implications of this for ethics within organizations. This article
addresses this by presenting an analysis of narrative and ethics as it relates to the practice of organizational downsizing.
Drawing on Paul Ricoeur’s theories of narrative and ethics, we analyze stories of organizational change reported by employees
and managers in an organization that had undergone persistent downsizing. Our analysis maintains that the presence of a dominant
story that seeks to legitimate organizational change also serves to normalize it, and that this, in turn, diminishes the capacity
for organizations to scrutinize the ethics of their actions. We argue that when organizational change narratives become singularized
through dominant forms of emplotment, ethical deliberation and responsibility in organizations are diminished. More generally,
we contend that the narrative closure achieved by the presence of a dominant narrative amongst employees undergoing organizational
change is antithetical to the openness required for ethical questioning. 相似文献