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1.
Corporate Social Responsibility (CSR): Theory and Practice in a Developing Country Context 总被引:5,自引:0,他引:5
After providing an overview of Corporate Social Responsibility (CSR) research in different contexts, and noting the varied
methodologies adopted, two robust CSR conceptualizations – one by Carroll (1979, ‘A Three-Dimensional Conceptual Model of
Corporate Performance’, The Academy of Management Review
4(4), 497–505) and the other by Wood (1991, ‘Corporate Social Performance Revisited’, The Academy of Management Review
16(4), 691–717) – have been adopted for this research and their integration explored. Using this newly synthesized framework,
the research critically examines the CSR approach and philosophy of eight companies that are considered active in CSR in the
Lebanese context. The findings suggest the lack of a systematic, focused, and institutionalized approach to CSR and that the
understanding and practice of CSR in Lebanon are still grounded in the context of philanthropic action. The findings are qualified
within the framework of existing contextual realities and relevant implications drawn accordingly.
Dr. Jamali is Assistant Professor of Management at the Olayan School of Business, American University of Beirut. She holds
a BA in Public Administartion from the American University of Beirut, and a Ph.D. in Social Policy and Administration, from
the University of Kent at Canterbury, UK. Her research interests encompass corporate social responsibility, public private
partnerships, learning organizations and women issues. She worked as an expert consultant on projects funded by the World
Bank, the US Agency for International Development, NGOs, and other regional and local public and private firms. She is the
author of numerous studies and international peer reviewed publications in various international journals, including the Journal
of Management Development, the International Journal of Public Sector Management, the International Journal of Quality and
Reliability Management, Business Process Management Journal, Public Works, Management and Policy and Women in Management Review.
Ramez Mirshak Graduated with honors from the American University in Cairo (AUC) with a Bachelor of Arts in Business Administration
in February 2001, then worked for two years in Egypt in the field of marketing and management. In 2004–2005, pursued his Masters
of Business Administration at the American University of Beirut (AUB), researching primarily issues relating to change management
and corporate social responsibility under the supervision of Dr. Dima Jamali, then joined a leading international financial
institution as a regional Management Associate, while maintaining links with AUB and working on several research based projects. 相似文献
2.
Jerry M. Calton 《Journal of Business Ethics》2006,68(3):329-346
This paper applies Wempe’s (2005, Business Ethics Quarterly
15(1), 113–135) boundary conditions that define the external and internal logics for contractarian business ethics theory, as a system of argumentation for evaluating current or prospective institutional arrangements for arriving at the “good life,” based on the principles and practices of social justice. It does so by showing that a more dynamic, process-oriented, and pluralist ‘dialogic twist’ to Donaldson and Dunfee’s (2003, ‘Social Contracts: sic et non’, in P. Heugens, H. van Oosterhout and J. Vromen (eds.), The Social Institutions of Capitalism: Evolution and Design of Social Contracts (Cheltenham, UK, Edward Elgar Publishing, Ltd.) pp. 109–126; 1999, Ties that Bind: A Social Contracts Approach to Business Ethics (Boston, MA, Harvard Business School Press); 1995, Economics and Philosophy
11(1), 85–112; 1994, Academy of Management Review
19(2), 252–284.) integrated social contracting theory (ISCT) of economic ethics will further develop this promising and influential approach to moral reasoning, ethical decision-making, and stakeholder governance. This evolutionary, interactive learning-based model of ethical norm generation via dialogic stakeholder engagement is particularly appropriate within economic communities that are experiencing value conflict and pressures for institutional change.Jerry M. Calton is Professor of Management at the University of Hawaii at Hilo. His research interests encompass multi-stakeholder learning dialogue, trust-based network governance, and the social contracting approach to ethical decision-making. His publications have appeared in the Journal of Business Ethics, Business & Society, Business Ethics Quarterly, the Journal of Corporate Citizenship, and elsewhere. 相似文献
3.
The astute manger should be aware that, in organizations, the deck is frequently ‘stacked’ against higher levels of ethical
behavior. This deck stacking occurs because of socialization processes, environmental influences, and the organization hierarchy.
As a result of bosses using hierarchical leverage to take the ethical dimension of decision-making away from subordinates,
the stage is set for a they-made-me-do-it defense of their moral integrity by these subordinates if and when violations of
ethical norms come to light. There is also at work, however, an I-made-them-do-it situation in which professionals who prefer
to ‘nest’ in the more technical aspects of their work ‘delegate’ — upward — to their bosses ethical decision-making. Understanding
these dynamics is crucial in an age which is especially sensitized to the ethical facet of organizational behavior.
He has taught at the University of Georgia since World War II, with the exception of a Rockefeller Foundation Year at the
Harvard Graduate School of Business Administration, and two years with the Ford Foudation in Cairo, Egypt. He is the author
of four books on management and public policy — the co-author of a recent Principles of Management text — and he has written
many articles on economics and management in a wide variety of journals.
His most important publications are:Business and Society: Managing Corporate Social Performance (Little, Brown, Boston, 1981), ‘A Three-Dimensional Conceptual Model of Corporate Social Performance’,Academy of Management Review (Oct., 1979), pp. 497–506, and ‘Business Ethics and the Management Hierarchy’,National Forum: The Phi Kappa Phi Journal (Summer, 1978), pp. 37–40. 相似文献
4.
5.
This paper aims to contribute to the present debate about business ethics and Corporate Social Responsibility (CSR) that the
Journal of Business Ethics is hosting. Numerous contributions argued theoretical frameworks and taxonomies of CSR practices. The authors want to ground
in this knowledge and provide further evidence about how companies adopt CSR practices to address stakeholders’ claims and
consolidate their trust. Evidence was provided by a longitudinal case study about an Italian food company that is one of the
largest producers of baby food. This company reshaped its corporate strategy along three decades through the adoption of CSR
practices in order to win stakeholders’ trust about food safety and supply chain behaviour. The empirical exercise was informed
by a literature review of the relevant contributions in terms of CSR business practices and levels of efforts to adopt them.
In light of this review, the authors adopted for the research framework the taxonomy of business practices proposed by Spiller
(2000, “Ethical Business and Investment: A Model for Business and Society”, Journal of Business Ethics
27, 149-160) and the levels of commitment towards CSR proposed by Stahl and Grigsby (1997, Strategic Management; Total Quality & Global Competition (Blackwell, Oxford)). The main findings are discussed in order to argue theoretical implications and identify further areas
of research and debate. 相似文献
6.
An Examination of the Structure
of Executive Compensation and Corporate Social Responsibility:
A Canadian Investigation 总被引:2,自引:0,他引:2
We explore the extent to which Boards use executive compensation to incite firms to act in accordance with social and environmental objectives (e.g., Johnson, R. and D. Greening: 1999, Academy of Management Journal
42(5), 564–578 ; Kane, E. J.: 2002, Journal of Banking and Finance
26, 1919–1933.). We examine the association between executive compensation and corporate social responsibility (CSR) for 77 Canadian firms using three key components of executives’ compensation structure: salary, bonus, and stock options. Similar to prior research (McGuire, J., S. Dow and K. Argheyd: 2003, Journal of Business Ethics
45(4), 341–359), we measure three different aspects of CSR, which include Total CSR as well as CSR Strengths and CSR Weaknesses. CSR Strengths and CSR Weaknesses capture the positive and negative aspects of CSR, respectively. We find significant positive relationships between: (1) Salary and CSR Weaknesses, (2) Bonus and CSR Strengths, (3) Stock Options and Total CSR; and (4) Stock Options and CSR Strengths. Our findings suggest the importance of the structure of executive compensation in encouraging socially responsible actions, particularly for larger Canadian firms. This in turn suggests that executive compensation can be an effective tool in aligning executives’ welfare with that of the “common good”, which results in more socially responsible firms (Bebchuk, L., J. Fried and D. Walker: 2002, The University of Chicago Law Review
69, 751–846; Zalewski, D.: 2003, Journal of Economic Issues
37(2), 503–509). In addition, our findings suggest the importance of institutional context in influencing the association between executive compensation and CSR. Further implications for practice and research are discussed.Lois. Mahoney is an Assistant Professor at Eastern Michigan University. Her research is focused in the areas of ethics and accounting information systems. She has published in ethics and accounting journals including Journal of Business Ethics, Business Ethics Quarterly, Research on Professional Responsibility and Ethics in Accounting, Information and Organization. Dr. Mahoney has received several research awards, including Best Paper award at the Seventh Symposium on Ethics Research in Accounting. Dr. Mahoney is also actively involved in the American Accounting Association.Linda Thorn is an Associate Professor at York University in Toronto Ontario. Her research focuses on ethical decision making, the ethics of accountants and accounting students and ethical aspects of accounting information. She has published in ethics and accounting journal including among others, Business Ethics Quarterly, Journal of Business Ethics, Contemporary Accounting Research, Behavioral Research in Accounting and Audit: A Journal of Practice in Theory. 相似文献
7.
Public Policies on Corporate Social Responsibility: The Role of Governments in Europe 总被引:3,自引:0,他引:3
Over the last decade, Corporate Social Responsibility (CSR) has been defined first as a concept whereby companies decide voluntarily
to contribute to a better society and cleaner environment and, second, as a process by which companies manage their relationship␣with
stakeholders (European Commission, 2001. Nowadays, CSR has become a priority issue on governments’ agendas. This has changed governments’ capacity to act and impact
on social and environmental issues in their relationship with companies, but has also affected the framework in which CSR
public policies are designed: governments are incorporating multi-stakeholder strategies. This article analyzes the CSR public policies in European advanced democracies, and more specifically the EU-15 countries, and provides explanatory keys on how governments
have understood, designed and implemented their CSR public policies. The analysis has entailed the classification of CSR public
policies taking into consideration the actor to which the governments’ policies were addressed. This approach to the analysis
of CSR public policies in the EU-15 countries leads us to observe coinciding lines of action among the different countries
analyzed, which has enabled us to propose a ‹four ideal’ typology model for governmental action on CSR in Europe: Partnership, Business in the Community, Sustainability, and Citizenship, and Agora. The main contribution of this article is to propose an analytical framework to analyze CSR public policies, which provide
a perspective on the relationships between governments, businesses, and civil society stakeholders, and enable us to incorporate
the analysis of CSR public policies into a broader approach focused on social governance.
Laura Albareda is currently a Research Fellow at the Institute for Social Innovation, ESADE, Universidad Ramon Llull-URL. She is principal
researcher and manager of the Observatory on Socially Responsible Investment in Spain. Her areas of research and academic
interest are Corporate Social Responsibility, Business Ethics, Global Governance and Public Authorites, Governments and Public
Policies on Corporate Social Responsibility and Socially Responsible Investment.
Josep M. Lozano is currently Professor & Senior Researcher at the Institute for Social Innovation, ESADE Business School (URL). He is Co-founder
of ética, Economía y Dirección (Spanish branch of the EBEN) and member of the editorial board of Ethical Perspectives and Society and Business Review. He was member of the Catalan Government’s Commission on Values, and is member of the Spanish Ministry of Employment and
Social Affairs’ Commission of Experts on CSR. He has been a highly commended runner-up in the European Faculty Pioneer Awards
of the Beyond Grey Pinstripes and is author of Ethics and Organizations. Understanding Business Ethics as a Learning Process (Kluwer).
Tamyko Ysa is an Assistant Professor of the Institute of Public Management, and the Department of Business Policy at ESADE. Her areas
of interest are the management of partnerships and their impact on the creation of public value; the design, implementation
and evaluation of public policies, and the relations between companies and governments. She is the Principal Researcher of
the Research Group for Leadership and Innovation in Public Management (GLIGP). She is coauthor of Governments and Corporate
Social Responsibility (Palgrave MacMillan). 相似文献
8.
The purpose of this article is to examine stakeholder identification and prioritization by managers using the power, legitimacy,
and urgency framework of Mitchell et al. (Academy of Management Review
22, 853–886; 1997). We use a multi-method, comparative case study of two large-scale sporting event organizing committees, with
a particular focus on interviews with managers at three hierarchical levels. We support the positive relationship between
number of stakeholder attributes and perceived stakeholder salience. Managers’ hierarchical level and role have direct and
moderating effects on stakeholder identification and perceived salience. We also found that most stakeholders were definitive,
dominant, or dormant types – the other five types were rare. Power has the most important effect on salience, followed by
urgency and legitimacy. Based on our case study, we offer several ways to advance the theory of stakeholder identification
and salience. 相似文献
9.
Determinants of Corporate Social Responsibility Disclosure Ratings by Spanish Listed Firms 总被引:1,自引:0,他引:1
Carmelo Reverte 《Journal of Business Ethics》2009,88(2):351-366
The aim of this paper is to analyze whether a number of firm and industry characteristics, as well as media exposure, are
potential determinants of corporate social responsibility (CSR) disclosure practices by Spanish listed firms. Empirical studies
have shown that CSR disclosure activism varies across companies, industries, and time (Gray et al., Accounting, Auditing & Accountability Journal
8(2), 47–77, 1995; Journal of Business Finance & Accounting
28(3/4), 327–356, 2001; Hackston and Milne, Accounting, Auditing & Accountability Journal
9(1), 77–108, 1996; Cormier and Magnan, Journal of International Financial Management and Accounting
1(2), 171–195, 2003; Cormier et al., European Accounting Review
14(1), 3–39, 2005), which is usually justified by reference to several theoretical constructs, such as the legitimacy, stakeholder,
and agency theories. Our findings evidence that firms with higher CSR ratings present a statistically significant larger size
and a higher media exposure, and belong to more environmentally sensitive industries, as compared to firms with lower CSR
ratings. However, neither profitability nor leverage seem to explain differences in CSR disclosure practices between Spanish
listed firms. The most influential variable for explaining firms’ variation in CSR ratings is media exposure, followed by
size and industry. Therefore, it seems that the legitimacy theory, as captured by those variables related to public or social
visibility, is the most relevant theory for explaining CSR disclosure practices of Spanish listed firms. 相似文献
10.
This paper investigates links between social capital and symbolic capital and responsible entrepreneurship in the context of small and medium enterprises (SMEs). The source of the primary data was 144 ‘Business Profiles’, written by the owner-managers of small businesses in application for a Small Business Awards competition in 2005. Included in each of these narratives were claims relating to the firms’ contributions to wider society, relationships with customers, employees and stakeholders. These narratives were coded and classified in a framework drawn from Nahapiet and Ghoshal’s (1998, Academy of Management Review
23(2), 242–266) categorisation of social capital. The analysis revealed a range of strategic orientations towards the development of social and symbolic capital, along a conceptual continuum ranging from being responsible for oneself to being responsible for others. Overall, the evidence demonstrates the significance of the power inherent in the social relations of SMEs as a force for ethical behaviour, and suggests that normative theories of the development of social capital may provide ‘competitive advantage’ through responsible behaviour for small business in the global economy.Ted Fuller is a Professor of Entrepreneurship and Strategic Foresight, and Head of the Centre for Entrepreneurship and SME Development, Teesside Business School, University of Teesside.Yumiao Tian is a postgraduate research student in the Centre for Entrepreneurship and SME Development, Teesside Business School, University of Teesside. 相似文献
11.
In this paper we open up the topic of ethical corporate identity: what we believe to be a new, as well as highly salient,
field of inquiry for scholarship in ethics and corporate social responsibility. Taking as our starting point Balmer’s (in
Balmer and Greyser, 2002) AC2ID test model of corporate identity – a pragmatic tool of identity management – we explore the specificities of an ethical
form of corporate identity. We draw key insights from conceptualizations of corporate social responsibility and stakeholder
theory. We argue ethical identity potentially takes us beyond the personification of the corporation. Instead, ethical identity
is seen to be formed relationally, between parties, within a community of business and social exchange. Extending the AC2ID test model, we suggest the management of ethical identity requires a more socially, dialogically embedded kind of corporate
practice and greater levels of critical reflexivity.
John M. T. Balmer is Professor of Corporate Brand/Identity Management at Bradford University School of Management. His research
focuses on a range of corporate-level marketing issues and has a particular interest in the management of corporate brands
and identities. His work has been published in leading journals such as California Management Review and Long Range Planning. With Stephen Greyser he co-authored Revealing the Corporation (Routledge, 2003).
Kyoko Fukukawa is a lecturer in marketing at Bradford University School of Management and holds a Ph.D. from University of
Nottingham, UK. Her research interests include ethical decision-making in consumption and business practices; corporate social
responsibility (CSR) of MNCs concerning their policies and strategic communication; and CSR and corporate branding. Her publications
appear in Journal of Business Ethics, Journal of Corporate Citizenship and others.
Edmund R. Gray is Professor and Chair in the Department of Management at Loyola Marymount University. He is author or co-author
of five textbooks and numerous scholarly articles. He holds a Ph.D. from UCLA. His research interests centre around issues
of corporate identity, corporate social responsibility and environmental sustainability. Currently, he is conducting research
on entrepreneurial firms with environmental/social goals that are an integral part of their mission. 相似文献
12.
Michel Ferrary 《Journal of Business Ethics》2009,87(1):31-43
In order to understand the system wherein human resource management practices are determined by the interactions of a complex
system of actors, it is necessary to have a conceptual framework of analysis. In this respect, the works of scholars (Mitroff,
1983, Stakeholders of the Organizational Mind, Jessey-Bass; Freeman, 1984, Strategic Management: A Stakeholder Approach, Pitman) concerning stakeholder theory opened new perspectives in management theory. An organisation is understood as being
part of a politico-economic system of stakeholders who interact and influence management practices. Each stakeholder tries
to optimise and protect his interests (Frooman, 1999, Academy of Management Review
24, 191–205; Savage et al., 1991, Academy of Management Executive
5(2), 61–75). The framework of stakeholder analysis enables escape from a purely instrumental approach to HRM, and avoids reducing
our understanding of conflicts within companies to mere antagonism between employees and their employers. It enables us to
point out the existence of other stakeholders in the relationship. Notably, it allows for the incorporation into management
theory of actors from the sphere of politics (president of the republic, government, national elected representatives – deputies
and senators – and locally elected representatives – mayors and regional councillors, etc.) as well as their dependent administrations.
All these actors are considered to be stakeholders who define the legal framework of firm management and guarantee the application
of these laws. 相似文献
13.
Is Corporate Responsibility Converging? A Comparison of Corporate Responsibility Reporting in the USA, UK, Australia, and Germany 总被引:1,自引:0,他引:1
Corporate social reporting, while not mandatory in most countries, has been adopted by many large companies around the world
and there are now a variety of competing global standards for non-financial reporting, such as the Global Reporting Initiative
and the UN Global Compact. However, while some companies (e.g., Henkel, BHP, Johnson and Johnson) have a long standing tradition
in reporting non-financial information, other companies provide only limited information, or in some cases, no information
at all. Previous studies have suggested that there are, country and industry-specific, differences in the extent of CSR reports
(e.g., Kolk et al.: 2001, Business Strategy and the Environment
10, 15–28; Kolk: 2005, Management International Review
45, 145–166; Maignan and Ralston: 2002, Journal of International Business Studies
33(3), 497–514). However, findings are inconclusive or contradictory and it is often difficult to compare previous studies owing
to the idiosyncratic methods used in each study (Graafland et al.: 2004, Journal of Business Ethics
53, 137–152). Furthermore, previous studies have relied mainly on simple measures, such as word counts and page counts of reports,
to compare the extent of reporting that may not capture significant differences in the content of the reports. In this article,
we seek to overcome some of these deficiencies by using textual analysis software and a more robust statistical method to
more objectively and reliably compare the CSR reports of firms in different industries and countries. We examine a sample
of leading companies in four countries (US, UK, Australia, and Germany) and test whether or not membership of the Global Compact
makes a difference to CSR reporting and is overcoming industry and country specific factors that limit standardization. We
conclude that GlobalCompact membership is having an effect only in certain areas of CSR reporting, related to the environment
and workers, and that businesses from different countries vary significantly in the extent to which they promote CSR and the
CSR issues that they choose to emphasize in their reports. These country differences are argued to be related to the different
institutional arrangements in each country. 相似文献
14.
A Three Country Comparative Analysis
of Managerial CSR Perspectives: Insights From Lebanon,Syria and Jordan 总被引:1,自引:1,他引:0
Corporate social responsibility (CSR) is a concept that has acquired a new resonance in the global economy. With the advent
of globalization, managers in different contexts have been exposed to the notion of CSR and are being pressured to adopt CSR
initiatives. Yet, in view of vastly differing national cultures and institutional realities, mixed orientations to CSR continue
to be salient in different contexts, oscillating between the classical perspective which considers CSR as a burden on competitiveness
and the modern perspective that views CSR as instrumental for business success. Capitalizing on the two-dimensional CSR model
developed by Quazi and O’Brien (Journal of Business Ethics
25, 33–51, 2000), this article assesses managerial perspectives towards CSR in three neighboring Middle Eastern countries (Lebanon,
Syria and Jordan) through an empirical study involving 333 managers. The findings lend support to the Quazi and O’Brien model
(2000), suggesting some commonalities in CSR orientations as well as minor divergences. The findings are discussed and cross-cultural
implications drawn accordingly. 相似文献
15.
The CSR-Quality Trade-Off: When can Corporate Social Responsibility and Corporate Ability Compensate Each Other? 总被引:3,自引:0,他引:3
This paper investigates under what conditions a good corporate social responsibility (CSR) can compensate for a relatively
poor corporate ability (CA) (quality), and vice versa. The authors conducted an experiment among business administration students,
in which information about a financial services company’s CA and CSR was provided. Participants indicated their preferences
for the company’s products, stocks, and jobs. The results show that for stock and job preferences, a poor CA can be compensated
by a good CSR. For product preferences, a poor CA could not be compensated by a good CSR, at least when people thought that
CA is personally relevant to them. Furthermore, a poor CSR could be compensated by a good CA for product, stocks, and job
preferences.
Guido Berens is Assistant Professor of Corporate Communication at Rotterdam School of Management, Erasmus University Rotterdam,
the Netherlands. His research interests include corporate branding, corporate social responsibility, and reputation management.
His research has been published in the Journal of Marketing and the Corporate Reputation Review, as well as in several international books.
Cees B. M. van Riel is Professor of Corporate Communication at the Rotterdam School of Management, Erasmus University Rotterdam,
the Netherlands. His research interests include organizational identity, reputation management, and corporate branding. He
is the author of several books, and his research has appeared in the Academy of Management Journal, Journal of Management Studies, and Journal of Marketing, among others. He is Editor-in-Chief of the Corporate Reputation Review, and has been working as a consultant for many large international companies in the last 15 years.
Johan van Rekom is Assistant Professor at the Rotterdam School of Management at the Erasmus University, Rotterdam, the Netherlands,
where he also received his PhD. His research interests include organizational identity, the effects of organizational identity
on the motivation of organization members, cognitive structures at the individual and at the organizational level, and the
essence of brands. His research has appeared in the Journal of Management Studies and the European Journal of Marketing, among others. 相似文献
16.
Vanessa Magness 《Journal of Business Ethics》2008,83(2):177-192
Two environmental accidents in the mining industry provide the context for this study of the Mitchell, Agle, and Wood (1997, The Academy of Management Review
22, 853–886) analysis of stakeholder salience. I examine the reactions of two stakeholder groups: shareholder response is examined
in terms of changing share returns and risk; management response through change in disclosure. I find the two decision-makers
reacted at different times. Management responded to the first accident, though not the second. Shareholders responded to the
second accident alone. My findings support the Mitchell, Agle, and Wood (MAW) assertion that stakeholder status is impermanent,
and determined through the eyes of the decision-maker. 相似文献
17.
Corporate Legitimacy as Deliberation: A Communicative Framework 总被引:2,自引:1,他引:2
Modern society is challenged by a loss of efficiency in national governance systems values, and lifestyles. Corporate social responsibility (CSR) discourse builds upon a conception of organizational legitimacy that does not appropriately reflect these changes. The problems arise from the a-political role of the corporation in the concepts of cognitive and pragmatic legitimacy, which are based on compliance to national law and on relatively homogeneous and stable societal expectations on the one hand and widely accepted rhetoric assuming that all members of society benefit from capitalist production on the other. We therefore propose a fundamental shift to moral legitimacy, from an output and power oriented approach to an input related and discursive concept of legitimacy. This shift creates a new basis of legitimacy and involves organizations in processes of active justification vis-à-vis society rather than simply responding to the demands of powerful groups. We consider this a step towards the politicization of the corporation and attempt to re-embed the debate on corporate legitimacy into its broader context of political theory, while reflecting the recent turn from a liberal to a deliberative concept of democracy.Prof. Dr. Guido Palazzo is Assistant Professor for Business Ethics at the University of Lausanne (Switzerland). He graduated in Business Administration at the University of Bamberg (Germany) and earned his PhD in Political Philosophy (1999) from the University of Marburg (Germany). His research interests are in Corporate Social Responsibility, Corporate Branding, Democratic Theory and Organizational Ethics.Prof. Dr. Andreas Georg Scherer is director of the Institute for Organization and Administrative Science (IOU) and holds the Chair for Foundations of Business Administration and Theories of the Firm at the University of Zurich (Switzerland). He has published six books. His work has appeared in Academy of Management Review, Advances in Strategic Management, Business Ethics Quarterly, Journal of Business Ethics, M@n@gement, Management International Review, Organization, organization Studies, and in numerous volumes and German journals. Dr. Scherer is member of the editorial boards of Business Ethics Quarterly, Organization, and Organization Studies. 相似文献
18.
Management practitioners and scholars have worked diligently to identify methods for ethical decision making in international
contexts. Theoretical frameworks such as Integrative Social Contracts Theory (Donaldson and Dunfee, 1994, Academy of Management Review
19, 252–284) and more recently the Global Business Citizenship Approach [Wood et al., 2006, Global Business Citizenship: A Transformative Framework for Ethics and Sustainable Capitalism. (M. E. Sharpe, Armonk, NY)] have produced innovations in practice. Despite these advances, many managers have difficulty
implementing these theoretical concepts in daily practice. Using the example of recent decisions by internet service providers
Google, Yahoo, and MSN regarding censorship requirements in China, we offer six heuristic questions to help managers to resolve
cross-cultural ethical conflicts in which the firm’s way of doing business differs from the practice in the host country.
Recognizing that companies can take different approaches to law and ethics (Paine, 1994, Harvard Business Review
72(2), 107–117), our aim is to provide a management decision process to deal with demands or opportunities for engaging in questionable
business practices in a host country. 相似文献
19.
The initial purpose of this study is to provide an empirical validation of Victor and Cullen’s ethical-climate model (1987,
Frederick (ed.), Research in Corporate Social Performance and Policy, Vol. 9, pp. 51–71; 1988, Administrative Science Quarterly
33, 101–125; 1990, Frederick and Preston (eds.), Business Ethics: Research Issues and Empirical Studies (JAI Press Inc., Greenwich, Connecticut), pp. 77–97). Testing the model on a sample of Danish firms, this study demonstrates
that the empirical model as suggested by Victor and Cullen is much stronger than suggested by previous research. Based on
a confirmatory factor model, the results of this study suggest a revised ethical structure. Especially a sixth dimension –
own interest – is separated from the original instrumental dimension. Further, this study suggests that the ethical-climate
model can be enhanced with the dimension of autonomy deriving from Koys and DeCotiis’ (1991, Human Relations
44(3), 265–285.) dimensional psychological climate instrument. 相似文献
20.
This article investigates the development of research in the field of CSR in China. The justification for this is that (i)
there is evidence that CSR is emerging as a management practice and management field internationally; (ii) there is a general
interest in the distinctiveness or comparability of management and management research in Asia and China; (iii) there is evidence
that CSR is growing as a management issue in China; and (iv) yet, the mainsprings of this are very different from those in
Western business systems. This article adopts a methodology used in wider analysis of CSR in management research (Lockett
et al., Journal of Management Studies
43, 2006, 115) to bring forth comparisons over the salience, focus and nature of CSR in China research. It finds a rapidly growing
salience of CSR in China research, albeit from a low base. It parallels Lockett et al.’s (2006) finding of a ‘thickening’ of CSR research focus from early concerns with Ethical issues only to greater attention to Social,
Environmental and Stakeholder concerns. It also generally parallels Lockett et al.’s (2006) findings on the balance of research methodologies deployed. The significance of the findings for future CSR research in
China is considered both for the notion of a CSR field of research and for our understanding of the development of CSR in
China. 相似文献