Helping subordinates with their personal problems: A moral dilemma for managers

When subordinates ask their managers for help with their personal problems, it creates moral dilemmas for their managers. Managers are contractually obliged to maintain equivalent relations between their subordinates and that is compromised when one subordinate makes this kind of request. By applying deontological principles to this dilemma, additional options are revealed, and the moral duties managers owe their subordinates in these situations are clarified. Dennis J. Moberg is associate professor in the Department of Organizational Analysis and Management, Leavey School of Business Administration, Santa Clara University, Santa Clara, CA 95053, USA. He is a Fellow of SCU's Center of Applied Ethics. His present research focus is on applying ethical principles to employer-employee interactions. Related articles are The Ethics of Organizational Politics, Academy of Management Review 6, 1981, 363–374, and An Ethical Theory of Peer Relations in Organizations, available from author.     

A deontological analysis of peer relations in organizations

Using practical formalism a deontological ethical analysis of peer relations in organizations is developed. This analysis is composed of two types of duties derived from Kant's Categorical Imperative: negative duties to refrain from the use of peers and positive duties to provide help and assistance. The conditions under which these duties pertain are specified through the development of examples and conceptual distinctions. A number of implications are then discussed.Dennis J. Moberg is Professor of Management and Fellow of the Center for Applied Ethics at Santa Clara University.Michel J. Meyer is Assistant Professor of Philosophy and Fellow of the Center of Applied Ethics at Santa Clara UniversityThe authors wish to thank Martin Cook, Jaques Delacroix, and Phil Zink for their helpful comments on various drafts of this paper.     

An Exploratory Investigation of the Effect of Ethical Culture in Activating Moral Imagination

Moral imagination is a process that involves a thorough consideration of the ethical elements of a decision. We sought to explore what might distinguish moral imagination from other ethical approaches within a complex business simulation. Using a three-component model of moral imagination, we sought to discover whether organization cultures with a salient ethics theme activate moral imagination. Finding an effect, we sought an answer to whether some individuals were more prone to being influenced in this way by ethical cultures. We found that employees with strong moral identities are less influenced by such cultures than employees whose sense of self is not defined in moral terms. David F. Caldwell is the Stephen and Patrica Schott Professor of Business in the Leavey School of Business at Santa Clara University. Dennis Moberg is the Wilkinson Professor of Management and Ethics in the Leavey School of Business at Santa Clara University.     

Issues management and ethics

Issues management (IM) is becoming widely accepted in the business-and-society literature as a policy tool to enhance the social performance of corporations. Its acceptance is based on the presumption that firms have incorporated ethical norms into their decision-making process. This paper argues that IM is simply a technique to identify, analyze, and respond to social issues. It can be used either to improve or forestall corporate social performance. Different values will steer IM practitioners in different policy directions.If IM is to be more than a social gadget, designed to promote the firm's narrow economic objectives, it must be self-consciously grounded in ethics. Stakeholder analysis and the comprehensive corporate ethic are concepts that can help forge links between ethics and the administrative process, between values and decision-making in IM. Jeanne M. Logsdon is Assistant Professor of Management at Santa Clara University. She received a Ph. D. in Business and Public Policy from the University of California, Berkeley in 1983. Her dissertation received the Best Dissertation Award from the Social Issues in Management Division of the Academy of Management. A brief summary of her dissertation, Organizational Responses to Environmental Issues: Oil Refining Companies and Air Pollution, appears in Research in Corporate Social Performance and Policy, vol. 7.David R. Palmer is Assistant Professor of Management at Santa Clara University where he teaches courses in Business Policy and Business and Public Policy. He holds an MBA from the Harvard Graduate School of Business Administration and a Ph.D. in Business and Public Policy from the University of California, Berkeley.     

A moving target: The geographic evolution of Silicon Valley, 1953–1990

This article provides an empirical examination of high-tech firm location data from 1953 to 1990 to show a dramatic shift in geographic centre of what is now called Silicon Valley. Universities (most notably Stanford), venture capital and law firms acted as magnets for divisions of established firms and local start-ups. These institutions combined with the Santa Clara County’s available land to pull the high-tech region’s epicentre south-eastwards from San Francisco, an early source of investment capital and legal expertise. These findings add another element (spatial change) for consideration in explaining the evolution of industry clusters.     

The moral authority of transnational corporate codes

Ethical guidelines for multinational corporations are included in several international accords adopted during the past four decades. These guidelines attempt to influence the practices of multinational enterprises in such areas as employment relations, consumer protection, environmental pollution, political participation, and basic human rights. Their moral authority rests upon the competing principles of national sovereignty, social equity, market integrity, and human rights. Both deontological principles and experience-based value systems undergird and justify the primacy of human rights as the fundamental moral authority of these transnational and transcultural compacts. Although difficulties and obstacles abound in gaining operational acceptance of such codes of conduct, it is possible to argue that their guidelines betoken the emergence of a transcultural corporate ethic. William C. Frederick is Professor of Business Administration, Graduate School of Business, University of Pittsburgh. He is President (1990) of the Society for Business Ethics, former chair of the Social Issues in Management division of The Academy of Management, and was the Charles Dirksen Professor of Business Ethics at Santa Clara University in 1980–81. He is coauthor of Business and Society: Corporate Strategy, Public Policy, Ethics (McGraw-Hill, 1988).     

Business and games

This paper responds to the popular argument that business is like a game and is thus insulated from the demands of morality. In the first half of the paper, I offer objections to this argument as it is put forward by John Ladd in his well-known article, Morality and the Ideal of Rationality in Formal Organizations. I argue that Ladd's analysis is flawed both because it deprives us of the ability to assert that a business is acting badly or that its goals are irrational, and because it is internally inconsistent. In the second half of the paper, I give reasons for thinking that business is not like a game.Peter Heckman teaches business ethics at Santa Clara University. His publications on Nietzsche can be found inThe British Journal of Aesthetics andPhilosophy and Rhetoric.     

Ethics in american companies: A managerial perspective

This study investigated several issues with 1498 managers nationwide regarding, for example, how ethical they felt their organizations were and whether their personal principles must be compromised for the organization's sake. In addition their decision criteria for two scenarios involving ethical implications were articulated. Barry Z. Posner is Associate Professor at the Santa Clara University. He has been awarded the President's Distinguished Faculty Award and Dirksen Fellow. He has written three books on Management and his articles have been published in journals as Journal of Applied Psychology, Human Resource Management and Academy of Management Journal. Warren H. Schmidt is a professor in the School of Public Administration at the University of Southern California, where he also serves as faculty director of the Institute for Public-Private Partnership. He has written several books on management topics and authored several management training films.     

Zimbardo's “Stanford Prison Experiment” and the relevance of social psychology for teaching business ethics

The prevailing pedagogical approach in business ethics generally underestimates or even ignores the powerful influences of situational factors on ethical analysis and decision-making. This is due largely to the predominance of philosophy-oriented teaching materials. Social psychology offers relevant concepts and experiments that can broaden pedagogy to help students understand more fully the influence of situational contexts and role expectations in ethical analysis. Zimbardo's Stanford Prison Experiment is used to illustrate the relevance of social psychology experiments for business ethics instruction. F. Neil Brady is an Associate Professor of Management at San Diego State University. He has published a dozen articles in the field of business ethics, three of which have appeared in the Academy of Management Review. Jeanne M. Logsdon is an Assistant Professor of Management at Santa Clara University. Her research on various aspects of corporate social performance has appeared in the Journal of Business Ethics, Research in Corporate Social Performance and Policy, and California Management Review.     

Recensions de livres: Book Reviews

Book reviewed in this article: Visionary Leadership: Creating a Compelling Sense of Direction for Your Organization. Burt Nanus. Credibility: How Leaders Gain and Lose It, Why People Demand It. James M. Kouzes and Barry Z. Posner. The New Leaders: Guidelines on Leadership Diversity in America. Ann M. Morrison. Learning to Lead: The Art of Transforming Managers into Leaders. Jay A. Conger. Human Resource Management: The Canadian Dynamic. Shimon L. Dolan and Randall S. Schuler.     

Alienation in capitalist society

In a recent paper in this journal Charles B. Saunders et al. argue that corporations have no social responsibility regarding alienation in the workplace in that there is no significant degree of alienation in the workplace, at least in white collar and management level positions in corporate America.Contrary to Saunders et al., this paper defines the concept of alienation. Having done that, it proceeds to show that the argument Saunders et al. make flounders on logical grounds. I conclude that Saunders et al. provide no evidence for the claim that alienation is lacking (in any degree) in corporate America. J. Angelo Corlett is a fellow in the Philosophy Department at the University of California, Santa Barbara. He has published papers in the Journal of Business Ethics, Business & Professional Ethics Journal, Public Affairs Quarterly and the American Psychologist. His areas of specialization are Social/Political Philosophy, Ethics and Value Theory. He is currently editing a book on Rawls and Nozick, and he is also doing research on analytical marxism. The former of these projects is funded by a research grant awarded to him by the University of California, Santa Barbara.     

A Cross-Cultural Examination of the Endorsement of Ethical Leadership

The western-based leadership and ethics literatures were reviewed to identify the key characteristics that conceptually define what it means to be an ethical leader. Data from the Global Leadership and Organizational Effectiveness (GLOBE) project were then used to analyze the degree to which four aspects of ethical leadership – Character/Integrity, Altruism, Collective Motivation, and Encouragement – were endorsed as important for effective leadership across cultures. First, using multi-group confirmatory factor analyses measurement equivalence of the ethical leadership scales was found, which provides indication that the four dimensions have similar meaning across cultures. Then, using analysis of variance (ANOVA) tests each of the four dimensions were found to be universally endorsed as important for effective leadership. However, cultures also varied significantly in the degree of endorsement for each dimension. In the increasingly global business environment, these findings have implications for organizations implementing ethics programs across cultures and preparing leaders for expatriate assignments. Christian J. Resick is Assistant Professor of Industrial and Organizational Psychology at Florida International University. His research is aimed at understanding how people interact with and influence various aspects of their work environments, including cultures, climates, leaders, and teammates along with the implications for various aspects of organizational behavior. A particular focus of Christian’s work examines ethical leadership and the critical linkages between leadership and organizational ethics. He received his Ph.D. from Wayne State University. Paul J. Hanges is a professor in the Department of Psychology at the University of Maryland and the head of the Industrial/Organizational Psychology program in the department. He is an affiliate of the Cognitive Psychology program and the R. H. Smith School of Business. Paul’s research focuses on three topics (a) social cognition, leadership, and cross-cultural issues; (b) personnel selection, test fairness, and racial/gender discrimination; and (c) research methodology. He is on the editorial board of the Journal of Applied Psychology and The Leadership Quarterly and is a fellow of the Society of Industrial and Organizational Psychology and the American Psychological Association. Marcus W. Dickson is Associate Professor of I/O Psychology at Wayne State University in Detroit. His research generally focuses on issues of leadership and culture (both organizational and societal), and the interaction of those constructs. He is a former Co-Principal Investigator of the GLOBE Project, and his work has appeared in Journal of Applied Psychology, Applied Psychology: An International Review, and The Leadership Quarterly, among others. Jacqueline K. Mitchelson is a doctoral candidate in Industrial and Organizational Psychology at Wayne State University. Her current research areas are leadership, organizational culture, individual differences and work-family conflict.     

Schefflerian ethics and corporate social responsibility

This paper examines some of the essential features of Samuel Scheffler's hybrid theory of ethics. Scheffler posits and defends a moral theory which is intended to be neither act-consequentialist nor fully agent-centered. Instead, it provides an agent-centered analysis of moral thinking: one that, unlike consequentialist theories, respects the personal integrity of the moral agent. In this paper I shall do the following: (1) Sketch some of the general points of Scheffler's proposal; (2) Apply Scheffler's ethical theory to the matter of corporate social responsibility; and (3) Raise some objections to this Schefflerian corporate social responsibility theory, along with some modifications of this hybrid theory of corporate social responsibility which are intended to evade such criticisms.The significance of this paper is that it shows that Scheffler's quite innovative ethical theory is problematic as a foundation for a theory of corporate social responsibility. J. Angelo Corlett is a research fellow in philosophy at the University of California, Santa Barbara. He has published philosophy papers in the Journal of Business Ethics, Business & Professional Ethics Journal, Public Affairs Quarterly, and the American Psychologist among other journals. His areas of interest include Social/Political Philosophy, Ethics and Value Theory. He is currently working on a book entitled Liberty and Equality: Analyzing Nozick and Rawls.     

The Impact of Leadership Longevity on Innovation in a Religious Organization

Navigating organizations through a chang- ing environment is central to leadership. Thus, innovativeness has proven to be critical to the process of achieving strategic competitiveness (Yukl, Leadership in Organizations, 1998). This skill is particularly needed when the firm is confronted with the unique challenges of a religious organization. The existence of innovation and the depen- dencies that encourage or restrict its existence in this environment are largely unknown. Utilizing a sample of 250 religious organizations in five geographical areas this research explores the impact of the leader tenure on the degree of organizational innovation. An analysis of variance for innovative strategy use across the three tenure groups was significant, F (2, 247) = 6.08, p < 0.01, which indicated innovation differences across the three levels of leader tenure. Post hoc analysis indicated that the low tenure leadership group was associated with lower levels of innovation than either of the other groups. Detailed findings are presented and the managerial implications and suggestions are provided. This research has strong implications for implementation of leadership development and strategic management of the increasing number of socially conscious organizations and organizations with large volunteer components.     

Application of distributive justice theory to the CEO pay problem: Recommendations for reform

An ethical analysis of chief executive officer (CEO) salaries can be approached via theory on distributive justice and an examination of some corporate codes of ethics. U.S. CEO salaries are compared with their Japanese and European counterparts, and factors behind the high U.S. CEO salaries are reviewed. The negative repercussions of high pay are discussed, including feelings of unfairness, declining morale and greater cynicism found in lower level employees. Reduced research and development budgets, and downsized organizations are related to the maintenance of high CEO salaries. After considering economic repercussions, recommendations for reform, which lead to the greatest expected benefit of the least advantaged, are made.Paul Wilhelm has a Ph.D. in Business in the area of Human Resource Management and is an Assistant Professor of Management at UTEP. He has taught Strategic Management, Compensation, Organization Behavior, Arbitration and Negotation, and Human Resource Staffing and Planning. He has published articles inJournal of Business Leadership, Journal of Social Psychology, Business Insights, Journal of Private Enterprise, andSAM Advanced Management Journal.     

Physical intimate partner violence in Chile,Egypt, India and the Philippines

Background: Violence against women is recognized globally as a serious health and social problem that impedes development.

Objectives: To determine the magnitude of physical intimate partner violence against women in six selected communities from Chile, Egypt, India and the Philippines.

Design: Population-based household surveys.

Settings: Selected urban communities in Temuco, Chile; Ismailia, Egypt; Lucknow, Trivandrum, and Vellore non-slum areas of India; and in Manila, the Philippines.

Participants: Women aged 15–49 years who cared for at least one child younger than 18 years old. The number of participants per community was 442 (Santa Rosa, Chile), 631 (El-Sheik Zayed, Egypt), 506 (Lucknow, India), 700 (Trivandrum, India), 716 (Vellore, India) and 1000 (Paco, the Philippines).

Main Outcome Measures: Lifetime and Current physical intimate partner violence (IPV) was measured using standard definitions and four behaviors or actions – namely slap, hit, kick and beat. Three derived variables for severity included: disabling IPV, IPV-related injury requiring health care and multiple severe IPV (presence of hit and kick and beat).

Results: Percentages of lifetime and current physical intimate partner violence (IPV) against women in our sample of 3975 were as follows: 24.9 and 3.6 (Santa Rosa), 11.1 and 10.5 (El-Sheik Zayed), 34.6 and 25.3 (Lucknow), 43.1 and 19.6 (Trivandrum), 31.0 and 16.2 (Vellore), and 21.2 and 6.2 (Paco). Multiple severe physical IPV was more common in the three communities within India (9.0%, 5.9% and 8.0% in Trivandrum, Lucknow and Vellore) than the other three communities (Santa Rosa 2.1%; El-Sheik Zayed 2.9% and Paco 1.9%).

Conclusions: Physical IPV was found to be a common phenomenon in all six communities. Overall, patterns of IPV behaviors were similar among the six communities.     

The CSR-Quality Trade-Off: When can Corporate Social Responsibility and Corporate Ability Compensate Each Other?

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.     

Understanding Responsible Leadership: Role Identity and Motivational Drivers

This article contributes to the emerging discussion on responsible leadership by providing an analysis of the inner theatre of a responsible leader. I use a narrative approach for analyzing the biography of Anita Roddick as a widely acknowledged prototype of a responsible leader. With clinical and normative lenses I explore the relationship between responsible leadership behavior and the underlying motivational systems. I begin the article with an introduction outlining the current state of responsible leadership research and explaining the kind of magnifying glasses used to examine the case. I continue with a brief summary of Anita Roddick’s development from childhood to adulthood, which provides the biographical background for exploring her motivational systems as a leader. Against this backdrop, I analyze the relationship between motivational drivers and a responsible leadership identity as revealed by Roddick in different behavioral leadership roles. I conclude the article by providing a number of lessons learned for responsible leadership and the development of future global leaders. Dr. Nicola M. Pless is a former Vice President of leadership development at a large financial services institution. Currently she is Reader in Responsible Leadership at the University of St. Gallen and Research Director of the HSG-INSEAD Initiative on Responsible Leadership. She holds a Ph.D. in organizational theory and social issues from the University of St. Gallen and a diploma in clinical organizational psychology from INSEAD where she is a Visiting Senior Research Fellow. She is editor of “Responsible Leadership”, published by Routledge in 2006.     

Is Your Banker Leaking Your Personal Information? The Roles of Ethics and Individual-Level Cultural Characteristics in Predicting Organizational Computer Abuse

Computer abuse (CA) by employees is a critical concern for managers. Misuse of an organization’s information assets leads to costly damage to an organization’s reputation, decreases in sales, and impositions of fines. We use this opportunity to introduce and expand the theoretic framework proffered by Thong and Yap (1998) to better understand the factors that lead individuals to commit CA in organizations. The study uses a survey of 449 respondents from the banking, financial, and insurance industries. Our results indicate that individuals who adhere to a formalist ethical perspective are significantly less likely to engage in CA activities than those following a utilitarian ethical framework. In addition, the results provide evidence that employees with individualistic natures are linked to increased CA incidents, whereas collectivist tendencies are associated with decreases in CA behaviors. Our results also show that collectivism acts as a strong moderator that further decreases the relationships between formalism and CA, and utilitarianism and CA. Finally, we offer detailed suggestions on how organizations and researchers can leverage our findings to decrease CA occurrences.     

Ethics vs. economics: The issue of free trade with Mexico

The authors, one an ethicist and the other an economist, look at the issue of free trade with Mexico and other low wage rate countries from the viewpoints of their disciplines. The conclusion of the paper is that these disciplines differ on their priorities and analytical methods, not on their objectives.LaRue Tone Hosmer is professor of Corporate Strategy and Managerial Ethics at the Graduate School of Business Administration of the University of Michigan. He is the author ofMoral Leadership in Business (Irwin, 1993),The Ethics of Management, 2nd Edition (Irwin, 1991), andStrategic Management (Prentice-Hall, 1984).Scott E. Masten is associate professor of Business Economics and Public Policy at the Graduate School of Business Administration of the University of Michigan. His work has appeared in theAmerican Economic Review, theJournal of Institutional and Theoretical Economics, and theJournal of Law, Economics, and Organization.