No Show Paradox in Condorcet <Emphasis Type=Italic>k</Emphasis>-voting Procedures

In this paper we extend the negative known results about No Show Paradox in Condorcet voting functions and correspondences to the contexts of k-functions and k-correspondences, in which the outcome of the voting process is a unique k-committee (set of k candidates) or a family of k-committees. The main result of the paper states that for every Condorcet k-function and for every Condorcet k-correspondence, there are situations in which every optimistic or pessimistic voter with some specific preferences could manipulate the election by abstaining.     

Maryann Feldman: Recipient of the 2013 Global Award for Entrepreneurship Research

This article reviews the scientific contributions of the 2013 recipient of the Global Award for Entrepreneurship Research, Maryann Feldman, Heninger Distinguished Professor in the Department of Public Policy at the University of North Carolina. Maryann Feldman is well known for her contributions to the study of the geography of innovation. A central focus of her work is on the role of entrepreneurial activity in the formation of regional industry clusters. She has studied entrepreneurial events involving both individuals and teams and the role of knowledge spillovers and finance in geographical clustering. She has also addressed other important aspects of contemporary entrepreneurship research, such as how academic entrepreneurship is influenced by intellectual property rights and modes of finance and how high-technology entrepreneurship aligns with public policy and the geography of innovation. The most significant impact of Maryann Feldman’s scientific output lies in research on firm location, inter-firm knowledge spillovers, and clusters/regional development. Her research addresses macro aspects of industry evolution, micro-level aspects of firm strategy and organization, as well as meso-level aspects of institutions, infrastructures, and policy. The Global Award consists of 100,000 euro and a statuette by the internationally renowned Swedish sculptor Carl Milles.     

Wise Up: Creating Organizational Wisdom Through an Ethic of <Emphasis Type=Italic>Kaitiakitanga</Emphasis>

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.     

Leading and Following (Un)ethically in <Emphasis Type=Italic>Limen</Emphasis>

We propose a liminality-based analysis of the process of ethical leadership/followership in organizations. A liminal view presents ethical leadership as a process taking place in organizational contexts that are often characterized by high levels of ambiguity, which render the usual rules and preferences dubious or inadequate. In these relational spaces, involving leaders, followers, and their context, old frames may be questioned and new ones introduced in an emergent way, through subtle processes whose evolution and implications may not be easy to grasp even by those participating in them.     

Insurance of Techno-Organizational Ventures and Procedural Ethics: Lessons from the <Emphasis Type=Italic>Deepwater Horizon</Emphasis> Explosion

Some argue that managers over-invest in corporate social responsibility (CSR) activities to build their personal reputations as good global citizens. Others claim that CEOs strategically choose CSR activities to reduce the probability of CEO turnover in a future period through indirect support from activists. Still others assert that firms use CSR activities to signal their product quality. We find that firms use governance mechanisms, along with CSR engagement, to reduce conflicts of interest between managers and non-investing stakeholders. Employing a large and extensive sample of firms within Russell 2000, S&500 and Domini 400 indices during the 1993–2004 period, we find that consistent with the conflict-resolution hypothesis, the CSR choice is positively associated with governance characteristics, including board independence, institutional ownership, and analyst following. In addition, after correcting for endogeneity of CSR engagement, our results show that CSR engagement positively influences operating performance and firm value, supporting the conflict-resolution hypothesis as opposed to the over-investment and strategic-choice arguments. We find only a weak support of the product-signaling hypothesis as a major motive of CSR engagement.