Sustainable Development: Lost Meaning and Opportunity?

The term Sustainable Development has been used in many different contexts and consequently has come to represent many different ideas. The purpose of this paper was to explore the underlying meaning of the term Sustainable Development, and to assess the dominant ethic behind such meaning. Through this exploration, we uncovered a change in the semantic meaning of the term, and described what that meaning entails. The term Sustainable Development had the potential, we argue, to stimulate discursive engagement with respect to the future development of society within an ethical framework based around the values of inclusivity, diversity, and integration. The importance of philosophical context within which the term is used influences the definitional process of meaning, and has been simulated into the language of the dominant scientific-economic paradigm. We go on to explore how this meaning change has come about. In doing so we looked to the Enlightenment period and the resulting philosophies to explore the foundations of meaning, and then to the work of Jürgen Habermas to explain how the scientific-economic paradigm came to dominate the meaning of Sustainable Development.Andrew Fergus is a Ph.D. Candidate in the Haskayne School of Business, with a double major in Organizational Dynamics (Organizational theory/behaviour) and Environmental Management/Sustainable Development. His research is focused towards the dynamic relationships found at the interface of organizations, society, and the environment. Julie Rowney is a Professor, Human Resources and Organizational Dynamics, in the Haskayne School of Business at the University of Calgary. Dr. Rowney’s research activities lie in the areas of diversity, gender, environmental organizational interactions, human resources (leadership, change, crisis issues) and international/cross-cultural comparisons.     

Attending to ethics in management

Based on analysis of interviews with managers about the ethical questions they face in their work, a typology of morally questionable managerial acts is developed. The typology distinguishes acts committed against-the-firm (non-role and role-failure acts) from those committed on-behalf-of-the-firm (role-distortion and role-as-sertion acts) and draws attention to the different nature of the four types of acts. The argument is made that senior management attention is typically focused on the types of acts which are least problematical for most managers, and that the most troublesome types are relatively ignored. James A. Waters was Dean, Graduate School of Management at Boston College. His research interests concerned the process of strategy formation in complex organizations, organizational change and development, and ethics in organizations. His work has been published in such journals as Organizational Dynamics, Academy of Management Review, Academy of Management Journal, Strategic Management Journal, California Management Review, Business Horizons, Journal of Applied Psychology, Business and Society, Canadian Journal of Administrative Science, Advanced Management Journal, Journal of Business Ethics, Organizational Behavior Teaching Review, and numerous anthologies. Dr Waters recently and tragically passed away.Frederick Bird teaches Comparative Ethics at Concordia University, where he is an associate professor. He has recently written a text on the comparative sociological study of moral systems as well as a number of articles on business ethics and contemporary religious movements.     

Towards an ethical dimension of decision making in organizations

There is a growing need to increase our understanding of ethical decision making in U.S. based organizations. The authors examine the complexity of creating uniform ethical standards even when the meaning of ethical behavior is being debated. The nature of these controversies are considered, and three important dimensions for ethical decision making are discussed: leaders with integrity and a strong sense of social responsibility, organization cultures that foster dialogue and dissent, and organizations that are willing to reflect on and learn from their actions. Leaders with integrity demonstrate consistency between vision and action that promotes trust, regularly concern themselves with developing moral standards, and are proactive agents of change in an increasingly complex world. Organizational cultures that support dialogue suspend judgments and increase their capacity to think together towards new levels of understanding. Ethical concepts evolve in these organizational cultures, and actions are informed and responsible. Organizations that reflect on their actions engage in double loop learning so that the time taken to reflect on the past and present leads to a more judicious and ethical future. In essence, the authors point to organizational guidelines for ethical decision making that lead to an increase in members' capacity to think and act ethically. Jonathan Z. Gottlieb is a consultant to organizations and a Ph.D. Candidate in Organizational Psychology. His interests include organization redesign, leadership and team development, ethics, and role definition for organization development practitioners. Jyotsna Sanzgiri is Dean of Organizational Psychology Programs at the California School of Professional Psychology — Alameda. She received her Ph.D. in business Administration and her M.B.A. Her interests include organizational theory and core values across cultures, and the historical underpinnings of organization development and behavior.     

Linking Linear/Nonlinear Thinking Style Balance and Managerial Ethical Decision-Making

This study presents the results of an empirical analysis of the relationship between managerial thinking style and ethical decision-making. Data from 200 managers across multiple organizations and industries demonstrated that managers predominantly adopt a utilitarian perspective when forming ethical intent across a series of business ethics vignettes. Consistent with expectations, managers utilizing a balanced linear/nonlinear thinking style demonstrated a greater overall willingness to provide ethical decisions across ethics vignettes compared to managers with a predominantly linear thinking style. However, results comparing the ethical decision-making of balanced thinking managers and nonlinear thinking managers were generally inconsistent across the ethics vignettes. Unexpectedly, managers utilizing a balanced linear/nonlinear thinking style were least likely to adopt an act utilitarian rationale for ethical decision-making across the vignettes, suggesting that balanced thinkers may be more likely to produce ethical decisions by considering a wider range of alternatives and ruling out those that are justified solely on the basis of their outcomes. Implications are discussed for future research and practice related to management education and development, and ethical decision-making theory. Kevin S. Groves is an Assistant Professor of Management and Director of the PepsiCo Leadership Center at California State University, Los Angles. His research interests include managerial thinking styles, ethical decision-making, executive leadership development and succession planning systems, charismatic leadership, and leader emotional intelligence. He teaches undergraduate, MBA, and doctoral-level classes across a range of management and leadership subjects, including management competency development, organizational behavior, business ethics, and organization development and change. Dr. Groves’ recent research has been published in such journals as the Journal of Management, Human Resource Development Quarterly, Journal of Management Development, Leadership and Organization Development Journal, Journal of Management Education, and the Academy of Management Learning & Education. He received a Ph.D. in Organizational Behaviour from Claremont Graduate University. Charles Vance teaches in the area of human resource management at Loyola Marymount University. He recently completed Senior Specialist and regular Fulbright appointments in Austria and China respectively. He is the author with Yongsun Paik of the new text, Managing a Global Workforce, (M.E. Sharpe, 2006). His nonlinear penchant is expressed quarterly in cartoons and other attempts at humor in the ending “Out of Whack” section of the Journal of Management Inquiry. Dr. Yongsun Paik is a professor of international business and management in the College of Business Administration, Loyola Marmount University. He holds a Ph. D. degree in International Business from University Washington. His primary research interests focus on international human resource management, global strategic alliances, and Asia Pacific business studies. He has recently published articles in such journals as Journal of World Business, Management International Review, Journal of International Managemtn, Business Horizons, International Journal of Human Resource Management, Journal of Management Inquiry, Human Resource Management Journal, among others.     

Measuring the relative importances of social responsibility components: A decision modeling approach

In this study, a decision modeling approach is used to measure the relative importances of four social responsibility components. When given information concerning the economic, legal, ethical and philanthropic activities of 16 hypothetical organizations, 159 junior and senior management students judged the social responsibility of these firms. The study used two types of analysis: first, a within-subject regression, then a between-subject ANOVA. Results showed ethical behavior to be most important in judging social responsibility; legal behavior was second, discretionary behavior third, and economic behavior was least important. In addition, all but one rater consistently applied the social responsibility components. The implications of these results and suggestions for future research are discussed. Barbara A. Spencer is Assistant Professor of Management at Clemson University. Her current research interests include strategic management, social issues, and business ethics. She has published several articles on corporate social responsibility. John K. Butler is Associate Professor of Organizational Behavior at Clemson University. He has published articles on job satisfaction, trust, group processes, political representation, and research methods in academic journals and proceedings.     

The Communication Contract and Its Ten Ground Clauses

Global society issues are putting increasing pressure on both small and large organizations to communicate ethically at all levels. Achieving this requires social skills beyond the choice of language or vocabulary and relies above all on individual social responsibility. Arguments from social contract philosophy and speech act theory lead to consider a communication contract that identifies the necessary individual skills for ethical communication on the basis of a limited number of explicit clauses. These latter are pragmatically binding for all partners involved and help to ensure that the ground rules of cooperative communication are observed within a group or an organization. Beyond promoting ethical communication, the communication contract clarifies how individual discursive behaviour can be constructively and ethically monitored by group leaders in business meetings. A case study which shows what may happen when ground clauses of ethical communication are violated is presented. The conclusions of the study highlights why attempting to respect the communication contract is in the best interest of all partners at all levels within any group or organization.     

Morality, Ethics, and Values Outside and Inside Organizations: An Example of the Discourse on Climate Change

The public debate on climate change is filled with moral claims. However, scientific knowledge about the role that morality, ethics, and values play in this issue is still scarce. Starting from this research gap, we focus on corporations as central decision makers in modern society and analyze how they respond to societal demands to take responsibility for climate change. While relevant literature on business ethics and climate change either places a high premium on morality or presents a strong skeptical bias, our sociological model depicts morality as an indeterminate force: it can lead to both workable solutions or merely reinforce the status quo, depending on what different corporations make of it. We describe, on the one side, the diffusion of moral values in the media discourse on climate change and, on the other side, the specific responses of corporations. While the media discourse generates a pressure on corporations to act responsibly, their moral claims do not provide clear advice for action. As a result, morality becomes available to organizations as a medium that can be re-specified according to their internal dynamics. Corporations transform moral values into something compatible with their own structures through a variety of different responses: introducing formal ethical structures (e.g., codes of conduct), initiating value-oriented projects, or developing informal moral norms, and so on. In some occurrences, morality becomes a mere façade, while in others it serves as a decision-making criterion and deeply influences core activities in firms.     

Do the Right Thing! Developing Ethical Behavior in Financial Institutions

Organizational culture and employee conduct in financial institutions are coming under increasing scrutiny by regulators who seek to identify the underlying sources of unethical behavior. The literature on ethics in the workplace has often emphasized the importance of the alignment of systems and processes with organizational values and the role of the leader in creating an ethical culture. Less is known about how individual employees experience the ethical decision-making process, especially in complex and high-risk business environments where there are discrepancies between an organization’s formal ethical standards and its informal practices. This article combines ethical decision-making models with key concepts from organization and adult learning theories to develop a deeper and more nuanced view of how individuals in financial institutions deal with ethical issues that arise in their daily work. Eight practical ideas are formulated to help financial institutions narrow the gap between formal ethical standards and actual practices and develop a culture that promotes ethical behavior: challenging authority, creating opportunities for discourse, valuing positive emotion, making time for reflection, rewarding ethical behavior, strengthening escalation processes, eliciting feedback, and establishing a learning culture.     

Multinational corporate social responsibility,ethics, interactions and Third World governments: An agenda for the 1990s

A critical literature on mulitnational corporate social responsibility has developed in recent years. Many authors addressed the issue in the Third World countries. This paper reviews the literature, focusing on the relationship between the multinational corporations (MNCs) and Third World governments in fulfilling the social responsibility, based on the underlying ethical imperative.There is a growing consensus that both corporations and governments should accept moral responsibility for social welfare and individual interests in their economic transactions. A collaborative relationship is proposed where the MNCs share information based on global experiences and offer input into host government developmental policies, and aid their implementation. The government, in turn, provides a reasonable regulatory environment. This calls for ongoing interactions among officials at all levels of the two institutions, with the local corporate subsidiary playing a pivotal role. The desired conduct of the parties is reinforced by international organizations and other constituents, representing common human concerns across cultures. These relationships are examined and an agenda for policy and action by the MNCs and the Third World governments is developed.The accelerated growth in the number of multinational corporations (MNCs) and their worldwide scope, with concentration of economic and political power draws attention to corporate social responsibility. Furthermore, a meeting of the United Nations Conference on Trade and Development (UNCTAD) in 1987, with delegates from 141 developed and developing countries concluded with a major agreement.Sita C. Amba-Rao professional interests involve Human Resource Management (HRM) and Organizational Development. She taught Business and Society, and her research on business social responsibility includes a publication on the Union Carbide accident in India. Amba-Rao had worked in Indian Industry. She will be conducting a field study in India on comparative HRM and managerial values.An earlier version of this paper was presented at the Association for the Advancement of Policy Research and Development in the Third World (APRDT) at Mexico City in November, 1990.     

Moral reasoning and business ethics: Implications for research,education, and management

This paper reviews Kohlberg's (1969) theory of cognitive moral development, highlighting moral reasoning research relevant to the business ethics domain. Implications for future business ethics research, higher education and training, and the management of ethical/unethical behavior are discussed.Linda Klebe Trevino is Assistant Professor of Organizational Behavior at the Mary Jean and Frank B. Smeal College of Business Administration, The Pennsylvania State University. She received her Ph.D. in management from Texas A&M University. Her current research focuses on ethical decision-making behavior in organizations, justice perceptions in disciplinary situations, and new information technologies in managerial communication.     

Corporate Ethics in Nigeria: A Test of the Concept of an Ethical Climate

Behaving in an ethical manner is part of the social responsibility of a business. How employees perceive the business operates often drives how they will treat customers. If employees think their organization is ethical they are more likely to behave in an ethical manner themselves. The study focuses on the ethics of banking organizations in Nigeria using a multidimensional framework developed from prior research. The data were analyzed to test the robustness of the dimensions and evaluate whether the framework applies to an African business setting. The results support the dimensional structure and the hypothesized relationships between the dimensions.     

Impact of Leader Racial Attitude on Ratings of Causes and Solutions for an Employee of Color Shortage

Diversity scholars have emphasized the critical role of corporate leaders for ensuring the success of diversity strategic initiatives in organizations. This study reports on business school leaders’ attributions regarding the causes for and solutions to the low representation of U.S. faculty of color in business schools. Results indicatethat leaders with greater awareness of racial issues rated an inhospitable organizational culture as a more important cause and cultural change and recruitment as more important solutions to faculty of color under-representation than did less racially aware respondents. Aware leaders also rated individual minority-group member responsibility for performance a less important solution than did less racially aware respondents. Implications are discussed. E. Holly Buttner is Professor of Business Administration at the University of North Carolina at Greensboro in Greensboro, NC, USA. Her research interests include diversity in organizations, leadership assessment and entrepreneurship. She co-authored  Women Entrepreneurs: Moving Beyond the Glass Ceiling. She teaches courses in Diversity in Organizations, Organizational Behavior, and in Leadership Assessment and Development at the undergraduate and MBA levels. She earned her Ph.D. at the University of North Carolina at Chapel Hill. Kevin B. Lowe is an Associate Professor of Business Administration at the University of North Carolina at Greensboro in Greensboro, NC, USA. His research interests include leadership, international human resource management and cross cultural management. He received his Ph.D. at Florida International University.     

Board Members in the Service Industry: An Empirical Examination of the Relationship Between Corporate Social Responsibility Orientation and Directorial Type

One area of business performance of particular interest to both scholars and practitioners is corporate social responsibility. The notion that organizations should be attentive to the needs of constituents other than shareholders has been investigated and vigorously debated for over two decades. This has provoked an especially rich and diverse literature investigating the relationship between business and society. As a result, researchers have urged the study of the profiles and backgrounds of corporate upper echelons in order to better understand this relationship.There is ample evidence that corporations have in recent years increased the proportion of outside directors on their boards. This has been partly in reaction to increased interest in the corporate social responsiveness of business organizations and suggestions that the board of directors could play a unique role in this area. The expectation on the part of practitioners, researchers, and governmental regulators is that outside directors will advocate greater corporate responsiveness to society's needs by playing a more active role in overseeing managerial decisions.The purpose of this study is to partially fill a void in the literature by determining whether or not these expectations are justified, particularly in the service industry. Data were collected as part of a larger cross-national study of corporate social responsibility. A multivariate analysis of variance (MANOVA) of the results of a survey of 307 board members (198 outside and 109 inside directors) indicates that outside directors exhibit greater concern about the discretionary component of corporate responsibility and a weaker orientation toward economic performance. No significant differences between the two groups were observed with respect to the legal and ethical dimensions of corporate social responsibility. Some explanations as well as limited generalizations and implications are developed.     

Genre and Postemergency Contexts: The Nexus of Strategic Communications

This article explores why organizations choose to enact public relations discourse genres after an emergency situation —organizational crises, disasters, and issues—has been resolved. In the aftermath of emergency situations, we argue that organizational communicators employ discourse messages according to five governing “commitments,” which corporate officials use to shape postemergency messages the way they do. This essay, then, is not so much a retrospective analysis of what happened in selected emergency situations but, rather, is more a prospective explanation about how to use these five governing commitments when anticipating emergencies that could happen. Organizational learning and organizational renewal are addressed accordingly. In this argument we draw upon literature in linguistics, rhetorical theory, and organization studies. Examples of postemergency situations are used to bridge theory and practice to show how what was done retrospectively can be done prospectively to prepare for communication during postemergency contexts.     

The Worldwide Academic Field of Business Ethics: Scholars’ Perceptions of the Most Important Issues

We conducted an international survey of 211 scholars with expertise in business ethics. Each respondent was asked to identify the three most important issues that business ethics academia will face in the coming decade. Using content analytic procedures, responses were categorized and analyzed for commonalities. The results suggest that the most important issues facing business ethics academia in the future will be the following: (1) issues relating to business ethics education such as curriculum, pedagogy, faculty, and accreditation (2) the credibility of the business ethics field, (3) environmental issues, (4) issues relating to business ethics research such as research tools and quality of business ethics research (5) the decline of ethical behavior in society and organizations, (6) corporate social responsibility (CSR), (7) globalization, and (8) the institutionalization of ethics into business. We maintain that these issues have important teaching and research implications for the future sustainability of the business ethics discipline.     

Towards a theory of Sustainable Communication in Risk Society: Relating issues of sustainability to marketing communications

There has recently been much discussion about a preferred ecological outcome for late capitalism to work toward, that is sustainable consumption. Related to this is a fundamental question, can business in Western industrial society (some now use the label risk society) be transformed into ecologically sustainable organizations? If we optimistically assume the answer to this question to be 'yes' how would these organizations communicate with the world in which they operate? This paper reports the author's application of a social constructionist approach to 'green' communicative acts and those responsible for them in an attempt to start answering such questions. In a qualitative empirical study of an environmental and social justice communications consultancy the social world of the people involved is explored as they interact with and communicative the issues with which they are concerned in risk society. A main research theme attempted to relate three issues of ecocentrism to what is known as marketing communications. In this respect the author has concentrated on a leading edge agency and four of its clients in the fields of animal, personal health and planet preservation. In the analysis the author lays the foundations for a new theory, Sustainable Communication, which can account for communicative acts, in any eco-discourse (Harris, 1996), that have issues of sustainability as their focal point. This process is then problematized for the reader in relation to capitalist organizations and the final discussion proposes that others, interested in this theoretical area, play with this notion of Sustainable Communication to help in its future development. In this respect the author proposes a fruitful allegiance between Critical Macromarketing and Sustainable Communication. Throughout the paper, especially in the section on 'building blocks', the author chooses to illustrate key points for the reader by drawing on data from the study.     

Values and ethics-related measures for management education

Various measures related to individual values, ethical attitudes and moral reasoning exist and are being increasingly applied for research in business and professional ethics. The England Personal Values Questionnaire, the Rokeach Value Survey, and Rest's Defining Issues Test have received stronger support and application for management and organizational behavior research than other instruments, such as Gordon's Survey of Personal Values and Hogan's Survey of Ethical Attitudes. Beyond research usage, many of these measures offer potential for instructional purposes. Knowledge of the characteristics and limitations of values and ethics-related measures allows business educators to make better selections of possible supplements to traditional instructional methods. Stephen L. Payne is an Associate Professor of Management at the University of Southwestern Louisiana. His primary teaching assignments in recent years have been courses in organizational behavior, business and society, and management in technical organizations. Previous articles by Dr. Payne have appeared in journals including The Academy of Management Review, Personnel Administrator, The Journal of Psychology, The Organizational Behavior Teaching Review, Supervisory Management, and others.     

Leadership in the promotion of peace: Interviews with the 2015 Business for Peace honorees

Ethical leadership can lead to many positive organizational outcomes. Previous studies have shown a correlation between ethical conduct and profitability; in addition, firms that have high ethical standards have fewer legal issues. The existing ethical leadership literature assumes a stable external environment. The business and peace literature, on the other hand, assumes instability but has thus far largely ignored the role of leadership within companies as a possible driver of peacebuilding activities. The practitioner community has already begun to recognize that leaders of organizations are the key drivers of change in the peacebuilding context. The Business for Peace Foundation, the foremost organization in the practitioner community, gives its annual award to business leaders who promote peace within their organizations and communities. These Business for Peace honorees represent the ‘ethical leadership’ qualities of peace promotion, without reference to academic theories in either area. We conducted semi-structured interviews with the 2015 Business for Peace honorees and combined those with their public speeches at the Business for Peace events to examine what role these business and peace leaders saw between ethical leadership and peace promotion. Unlike the academic research that suggests only a theoretical and sometimes a direct but tangential connection to peacebuilding, the honorees highlight the direct and visible connection of ethical leadership to peace in unstable environments. We begin by describing the relevant business for peace and ethical leadership literatures. Then we highlight the significant aspects of the interviews and speeches and relate these to the prevailing theories of both business and peace and ethical leadership. Our findings suggest that ethical leadership may be an important missing link within the business and peace literature as an avenue for peace promotion, and that the leadership literature may be ignoring an important positive impact of ethical leadership.     

Self-regulation,Corporate Social Responsibility,and the Business Case: Do they Work in Achieving Workplace Equality and Safety?

The political shift toward an economic liberalism in many developed market economies, emphasizing the importance of the marketplace rather than government intervention in the economy and society (Dorman, Systematic Occupational Health and Safety Management: Perspectives on an International Development, 2000; Tombs, Policy and Practice in Health and Safety 3(1):24–25, 2005; Walters, Policy and Practice in Health and Safety 03(2):3–19, 2005), featured a prominent discourse centered on the need for business flexibility and competitiveness in a global economy (Dorman, 2000; Tombs, 2005). Alongside these developments was an increasing pressure for corporate social responsibility (CSR). The business case for CSR – that corporations would benefit from voluntarily being socially responsible – was increasingly promoted by governments and corporations as part of the justification for self-regulation. The aim of the article is to examine more closely the proposition that self-regulation is effective, with particular reference to the business case for workplace equality and safety. Based on a comprehensive literature review and documentary analysis, it was found that current predominant management discourse and practice focusing on diversity and safety management systems (OHSMS) resonate well with a government and corporate preference for the business case and self-regulation. However, the centrality of individual rather than organizational factors in diversity and OHSMS means that systemic discrimination and inherent workplace hazards are downplayed, making it less likely that employers will initiate structural remedies needed for real change. Thus, reliance on the business case in the argument for self-regulation is problematic. In terms of government policy and management practice, the business case needs to be supplemented by strong, proactive legislation, and worker involvement.     

Living in the Gray: Lessons on Ethics from Prison

Often overlooked once they are remanded to custody, incarcerated former business executives can provide valuable insight into the inner workings of organizations while also contributing to the dialogue on of business ethics within the undergraduate business curricula. This paper summarizes experiences of white collar offenders obtained through a questionnaire-based research method to elicit lessons on ethics from prisoners and to provide a unique learning experience for undergraduate business students. Data was collected from 12 questionnaire responses (n = 12) which resulted in four major themes involving business ethics: core values, ethical responsibility, ethics training, and ethical culture. Narrative responses, integration of ethical decision-making research and student discoveries are included for each theme.