When Responsibility Can't Do It

Is being responsible good enough? Stone (1975) argued that we need corporate moral responsibility because neither law nor market is adequate to forestall harmful effects of business activities. However, it is not possible for businesses to become responsible for all forms of foreseeable, preventable harm that they produce. This is illustrated here by cases from insurance, television programming, automobiles and weapons production. Reflection on these examples leads to the formulation of a new conception of unintended harms as moral externalities of business activities. Although one might argue that these (negative) moral external effects are outweighed by the desirable end products of business activities, three reasons not to accept the results of such a “moral subtraction”(or double effect) argument are presented. Instead, the article concludes by offering four techniques for a qualitative, ethical analysis of produced artefacts and their consequences; intended not to displace but to supplement the study of moral responsibility in business.     

Leadership Spiritual Behaviors Toward Subordinates: An Empirical Examination of the Effects of a Leader’s Individual Spirituality and Organizational Spirituality

This study notes three research requirements in workplace spirituality namely; need for conducting empirical studies, building on the existing research, and linking spirituality to organizational topics in general and leadership in particular. It also notes that the existing literature indicates a requirement for examining the spiritual sources of a leader’s spiritual behaviors toward subordinates. To address these research requirements in workplace spirituality, this study conducts an empirical examination of the effect of two spiritual factors—leader’s individual spirituality and organizational spirituality—on leadership spiritual behaviors toward subordinates. It specifies and empirically examines a direct effects model hypothesizing direct effects of these two variables on a leader’s spiritual behaviors toward subordinates. It also specifies and empirically examines a moderating effect model hypothesizing that organizational spirituality will moderate the relationship between a leader’s individual spirituality and the leader’s spiritual behaviors toward subordinates. The results of this study provided support for the direct effects model but not for the moderating effect model. Specifically, in the direct effects model, a leader’s individual spirituality accounted for statistically significant variance in leadership spiritual behaviors toward subordinates but organizational spirituality did not.     

Ownership influences on corporate social responsibility in the Indian context

The empirical evidence from the extant literature has been equivocal regarding the influence exerted by different ownership types on corporate social responsibility (CSR), especially in developing countries such as India characterized by institutional voids. We use a longitudinal panel dataset of 500 large Indian companies to test a model of corporate ownership forms as key determinants of CSR engagement in India. Based on neo-institutional theory, our model of CSR determinants investigates the roles of three salient aspects of ownership namely multinational ownership/affiliation, state ownership and family ownership and control, after controlling for the influence of firm size, firm age, leverage, the availability of slack resources, profitability and various governance attributes. Our ordered logit regressions indicate strong support for the role of multinational ownership and family control and management in promoting higher levels of CSR engagement. Contrary to expectations, public sector ownership appeared to negatively impact CSR engagement. We offer our conjectures on this anomalous finding and the research possibilities it opens up.     

Innovations in Shopper Marketing: Current Insights and Future Research Issues

Shopper marketing refers to the planning and execution of all marketing activities that influence a shopper along, and beyond, the entire path-to-purchase, from the point at which the motivation to shop first emerges through to purchase, consumption, repurchase, and recommendation. The goal of shopper marketing is to enable a win–win–win solution for the shopper–retailer–manufacturer. Shopper marketing has emerged as a key managerial practice among manufacturers and retailers, who are eagerly embracing innovations in the different aspects of shopper marketing. We review current and potential innovations in shopper marketing. We identify the managerial challenges to achieving new win–win–win solutions among shoppers, manufacturers, and retailers in shopper marketing and outline future scenarios and research issues related to these challenges.     

Bias from Farmer Self‐Selection in Genetically Modified Crop Productivity Estimates: Evidence from Indian Data

In the continuing debate over the impact of genetically modified (GM) crops on farmers of developing countries, it is important to accurately measure magnitudes such as farm‐level yield gains from GM crop adoption. Yet most farm‐level studies in the literature do not control for farmer self‐selection, a potentially important source of bias in such estimates. We use farm‐level panel data from Indian cotton farmers to investigate the yield effect of GM insect‐resistant cotton. We explicitly take into account the fact that the choice of crop variety is an endogenous variable which might lead to bias from self‐selection. A production function is estimated using a fixed‐effects model to control for selection bias. Our results show that efficient farmers adopt Bacillus thuringiensis (Bt) cotton at a higher rate than their less efficient peers. This suggests that cross‐sectional estimates of the yield effect of Bt cotton, which do not control for self‐selection effects, are likely to be biased upwards. However, after controlling for selection bias, we still find that there is a significant positive yield effect from adoption of Bt cotton that more than offsets the additional cost of Bt seed.     

Dimensions and Levels of Trust: Implications for Commitment to a Relationship

Previous research has found that trust is positively related to commitment in buyer-seller relationships. However, the validity of this finding is questionable because trust has been operationalized in many different ways. For example, prior research has not distinguished among levels of trust (interpersonal or organizational trust) and dimensions or motives of trust (credibility or benevolence). In this study, we distinguish among the levels and dimensions of trust. The results indicate that trust in a sales representative (interpersonal credibility) is more strongly related to commitment than trust in an organization (organizational credibility). In contrast, trust based on organizational benevolence is a stronger predictor of commitment than interpersonal benevolence.