How Standard is Standardized MNC Global Environmental Communication?

In this paper, we develop an argument to show why we expect that multinational companies will ensure that they communicate credibly about their environmental responsibility, across all their subsidiaries. Credible environmental communication helps to increase the firm’s legitimacy and reduce its liability of foreignness on an issue that is globally relevant. We develop a measure to test if there is a standardized level of environmental communication credibility on the country-specific web sites of MNC subsidiaries around the world and find, in fact, that there is considerable variation across countries, among subsidiaries of different firms and among subsidiaries of the same multinational. We discuss the reasons for this and the implications for firm legitimacy. Trevor Hunter is an assistant professor of business and coordinator of the Management and Organizational Studies program at King’s University College. He received his Ph.D. from the Richard Ivey School of Business. His research interests include the environmental management practices of MNCs and corporate governance. Pratima Bansal is an associate professor and the Shurniak Professor in International Business at the Richard Ivey School of Business. She received her doctorate from the University of Oxford. Her research interests are primarily in the areas of sustainable development and international business.     

Downsizing and Stakeholder Orientation Among the Fortune 500: Does Family Ownership Matter?

While downsizing has been widely studied, its connection to firm ownership status and the reasons behind it are missing from extant research. We explore the relationship between downsizing and family ownership status among Fortune 500 firms. We␣propose that family firms downsize less than non-family firms, irrespective of performance, because their relationship with employees is based on normative commitments rather than financial performance alone. We suggest that their actions are related to employee- and community-friendly policies. We find that family businesses do downsize less irrespective of financial performance considerations. However, their actions are not related to their employee- or community-friendly practices. The results raise issues related to the motivations of large multinationals to␣downsize and the drivers of their stakeholder management practices. Eleni T. Stavrou is an Assistant Professor of Management and Organization at the Department of Public and Business Administration of the University of Cyprus. She received her Ph.D. in Management and Organization from George Washington University, USA. Her work has been published in various academic journals including Entrepreneurship Theory and Practice, Journal of Applied Social Psychology, Journal of Organizational Behavior, Journal of Small Business Management, International Small Business Journal and Journal of European Industrial Training. Her research interests are: flexibility at work, strategic human resource management, succession planning, group and family dynamics, intergenerational transitions, and organizational culture. George I. Kassinis is an Assistant Professor of Management at the Department of Public and Business Administration of the University of Cyprus. He received his Ph.D. from Princeton University, USA. His work has been published in various academic journals including the Academy of Management Journal, Production and Operations Management and Strategic Management Journal. His research focuses on stakeholders, organizations and the natural environment, environmental management issues in services, social networks, and industrial ecology. He serves on the editorial board of Organisation Studies. Alexis Filotheou holds an MSc in Finance from the University of Cyprus and is currently employed in the private sector in Cyprus.     

Boards of Directors’ Self Interest: Expanding for Pay in Corporate Acquisitions?

Director compensation can potentially represent an ethical minefield. When faced with supporting strategic decisions that can lead to an increase in director pay, directors may consider their own interests and not solely those of the shareholders to whom they are legally bound to represent. In such cases, directors essentially become agents, rather than those installed to protect principals (shareholders) from agents. Using acquisitions as a study context, we employ a matched-pair design and find a statistically significant difference in outside director compensation between acquiring and control firms. Outside directors of acquiring firms earn more than twice as much as their counterparts in the matched-sample. S. Trevis Certo is an associate professor and Mays Research Fellow in the Mays Business School at Texas A&M University. He received his Ph.D. in Strategic Management from the Kelley School of Business at Indiana University. His research focuses on corporate governance (boards of directors, ownership structure, and CEO compensation), top management teams, initial public offerings (IPOs), and research methodology. Richard H. Lester is a clinical associate professor and Director of Academic Entrepreneurship Programs in the Mays Business School at Texas A&M University. He received his Ph.D. degree in Strategic Management from the Mays Business School at Texas A&M University. His current research interests focus on corporate governance, upper echelons and entrepreneurship. Catherine M. Dalton holds the David H. Jacobs Chair of Strategic Management in the Kelley School of Business, Indiana University. She also serves as Editor of Business Horizons, as Research Director of the Institute for Corporate Governance, and as a Fellow in the Randall L. Tobias Center for Leadership Excellence. She received her Ph.D. degree in Strategic Management from the Kelley School of Business, Indiana University. Professor Dalton's research is in corporate governance, with particular expertise in board composition, board leadership structure, executive and director compensation, and firms' ownership structures. Her research spans all types of organizations, including entrepreneurial firms, small businesses, large public corporations, and private organizations. Dan R. Dalton is the founding Director of the Institute for Corporate Governance, Dean Emeritus, and the Harold A. Poling Chair of Strategic Management in the Kelley School of Business, Indiana University. He is a Fellow of the Management in the Kelley School of Business, Indiana University. He is a fellow of the Academy of Management and an inaugural member of its Journals Hall of Fame. Professor Dalton is widely published, with over 280 articles in corporate governance, business strategy, law, and ethics. Additionally, his work has been frequently featured in the business and financial press including, Business Week, Wall Street Journal, Fortune, Economist, Financial Times, Boston Globe, Chicago Tribune, Los Angeles Times, New York Times, and the Washington Post. Professor Dalton regularly addresses public, corporate, and industry groups on corporate governance issues.     

Corporate Social Strategy in Multinational Enterprises: Antecedents and Value Creation

In this article, we examine the relationship of the multinational firm’s market environment, stakeholders, resources, and values to the development of strategic social planning and strategic social positioning. Using a sample of multinational enterprises in Mexico, we examine the relationship of these different ways of conducting social strategy to the creation of value by the firm. The market conditions of munificence and dynamism, and the resource for continuous innovation are found to be related to strategic social positioning. The social responsibility orientation of the firm is related to strategic social planning. Positioning is related to value creation for the multinational firm, but planning is not. We discuss the implications of these findings for research and practice. Bryan W. Husted is a professor of management at the Instituto Tecnológico y de Estudios Superiores de Monterrey (Mexico) and Alumni Association Chair of Business Ethics at the Instituto de Empresa (Spain). His research focuses on corporate social and environmental management. His work has appeared in such publications as the Journal of Management Studies, Organization Science, and the Journal of Business Ethics. David B. Allen is a professor of strategy at the Instituto de Empresa (Spain). He received an MBA from New York University and his M.F.A. and Ph.D. from the University of Iowa. His research focuses on non-market strategy. His work has appeared in such publications as the Journal of International Business Studies and the Journal of Business Ethics. He has consulted extensively for European and American multinational firms.     

Does Trust Matter? The Relationship Between Equity Sensitivity and Perceived Organizational Justice

The present research study was designed to extend our knowledge about issues of relevance for business ethics by examining the role of equity sensitivity and perceived organizational trust on employees perceptions of procedural and interactional justice. A model was developed and tested, and results revealed that organizational trust and respect mediated the relationship between an employees equity sensitivity and perceptions of procedural, interactional, and social accounts fairness. A discussion of issues related to perceptions of trust and fairness is presented, as well as recommendations for leaders and future scholarship.Jill Kickul, Ph.D., is the Elizabeth J. McCandless Professor in Entrepreneurship at the Simmons School of Management. She teaches courses on Entrepreneurship the New Venture Management, Contemporary Entrepreneurial Opportunities, and Strategic Analysis for Competing Globally. She has taught entrepreneurship internationally for the Helsinki School of Economics and for the International Bank of Asia (Hong Kong MBA Program). Her research interests include entrepreneurial intentions and behavior, strategic and innovation processes in start-up ventures, and women in entrepreneurship. Her articles have appeared in publications such as Journal of Management, Frontiers of Entrepreneurship Research, Journal of Small Business Management, and International Journal of Entrepreneurship and Innovation.Lisa Gundry, Ph.D., is Professor of Management in the Charles H. L. Kellstadt Graduate School of Business at DePaul University where she teaches courses in Creativity in Business and Entrepreneurship Strategy. She has authored three books on entrepreneurship and innovation, and written numerous journal articles for publications including Journal of Business Venturing, Journal of Small Business Management, Journal of Management, Human Relations, Organizational Dynamics, Journal of Developmental Entrepreneurship and Family Business Review. Her research interests focus on entrepreneurship strategy and growth, and creative and innovative processes in organizations. She is Director of the Leo V. Ryan Center for Creativity and Innovation at DePaul University.Margaret Posig, Ph.D., is an Associate Professor in the Charles H. Kellstadt Graduate School of Business at DePaul University, where she teaches courses in Leadership and Change Management. Her research interests are in the areas of organizational leadership and change management, workplace stress, and women in leadership. Her publications appear in the Journal of Occupational Health Psychology, Women in Management Review, Journal of Managerial Issues, and Journal of Business and Entrepreneurship, among others. Dr. Posig is an Industrial/Organizational psychologist, with a Ph.D. from DePaul University, and directs the Leadership and Change Management concentration. Her consulting focuses on management development and workplace stress management.     

Corporate governance predictors of adoption of anti-takeover amendments: An empirical analysis

This study of 481 corporations provides an assessment of the relationship between several corporate governance variables (board composition, type of board leadership, officer and director stock holdings, institutional stock holdings, number of majority owners, existence of severance agreements) and adoption of anti-takeover amendments. The results of analysis suggest that the two groups (adopters/non-adopters) differ significantly in regards to these variables.Paula L. Rechner is an Assistant Professor at the University of Houston. She received her Ph.D., her research interests include corporate governance and executive succession/compensation. Her articles have appeared inAcademy of Management Journal, Strategic Management Journal, Academy of Management Executive, andOrganizational Behavior and Human Decision Processes, among others.Chamu Sundaramurthy, an Assistant Professor of Management at the University of Kentucky, is interested in corporate governance. Her dissertation examines board governance within the context of antitakeover corporate charter amendments adopted between 1984–1988. Her other research interests include executive succession and corporate social responsibility.Dan R. Dalton is the Dow Professor of Management and Director of Graduate Programs, Graduate School of Business, Indiana University. Formerly with General Telephone & Electronics (GT&E) for thirteen years, he received his Ph.D. from the University of California. Widely published in business and psychology, his articles have appeared in theAcademy of Management Journal, Academy of Management Review, Administrative Science Quarterly, Journal of Applied Psychology, Journal of Business Ethics, Strategic Management Journal, Journal of Business Strategy, Behavioral Science, andHuman Relations, as well as many others.     

Values and the Perceived Importance of Ethics and Social Responsibility: The U.S. versus China

This study examines the effects of nationality (U.S. vs. China) and personal values on managers’ responses to the Perceived Role of Ethics and Social Responsibility (PRESOR) scale. Evidence that China’s transition to a socialist market economy has led to widespread business corruption, led us to hypothesize that People’s Republic of China (PRC) managers would believe less strongly in the importance of ethical and socially responsible business conduct. We also hypothesized that after controlling for national differences, managers’ personal values (more specifically, self-transcendence values) would have a significant impact on PRESOR responses. The hypotheses were tested using a sample of practicing managers enrolled in part-time MBA programs in the two countries. The results indicate that nationality did not have a consistent impact on PRESOR responses. After controlling for national differences, self-transcendence values had a significant positive impact on two of the three PRESOR dimensions. Conservation values such as conformity and tradition also had a significant association with certain dimensions of the PRESOR scale. William E. Shafer is an associate professor in the Department of Accountancy at Lingnan University in Hong Kong. His primary research interests are professionalism and ethics in accounting and corporate social and environmental accountability. His publications have appeared in a variety of academic and professional journals, including Auditing: A Journal of Practice & Theory; Accounting Horizons; Accounting, Auditing & Accountability Journal; Business Ethics Quarterly; Journal of Business Ethics; Journal of Accountancy; and The CPA Journal. Kyoko Fukukawa is a lecturer in marketing at Bradford University School of Management and holds a Ph.D. from the 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 the Journal of Business Ethics, Journal of Corporate Citizenship and others. Grace M. Lee is an assistant professor is the Department of Accountancy at Lingnan University in Hong Kong. Her primary research interests are corporate financial disclosure and corporate social responsibility disclosure in the Greater China Region. She has published in the Journal of International Financial Management and Accounting and the Journal of Information Systems.     

On the relationship of hope and gratitude to corporate social responsibility

A longitudinal study of 308 white-collar U.S. employees revealed that feelings of hope and gratitude increase concern for corporate social responsibility (CSR). In particular, employees with stronger hope and gratitude were found to have a greater sense of responsibility toward employee and societal issues; interestingly, employee hope and gratitude did not affect sense of responsibility toward economic and safety/quality issues. These findings offer an extension of research by Giacalone, Paul, and Jurkiewicz (2005, Journal of Business Ethics, 58, 295-305). Lynne M. Andersson, Ph.D. is Associate Professor of Human Resource Management at the Fox School of Business and Management, Temple University, in Philadelphia, Pennsylvania. Her teaching and scholarship focus on the dark side of business organizations; in particular, she’s been examining some social maladies that are arguably associated with late capitalism (cynicism and incivility) as well as the role of social activism in countering capitalist barriers to sustainability. Robert A. Giacalone, Ph.D. is Professor of Human Resource Management at the Fox School of Business and Management, Temple University, in Philadelphia, Pennsylvania. His research interests focus on the impact of workplace spirituality and changing values on business ethics. He is currently Co-editor of the Ethics in Practice book series. Carole L. Jurkiewicz, Ph.D. is the John W. Dupuy Endowed Professor and Women’s Hospital Distinguished Professor of Healthcare Management at Louisiana State University. She has published numerous research articles, books, and news articles on the topics of organizational ethics, leadership, and behavior.     

The Business and Society course: Does it change student attitudes?

The purpose of this research was to determine if there is a significant difference in the attitudes of students toward situations involving ethical decisions before and after taking a course in Business and Society. A simulated before and after design was used with Clark's personal business ethics and social responsibility scale serving as the measurement instrument. The result of the study indicated that the Business and society class had no statistically significant impact on student attitudes.William R. Wynd graduated from Michigan State University with a Ph.D. in 1969. He is a professor of Marketing Management at Eastern Washington University and has over twenty years of teaching experience. Dr. Wynd has previously published in several other academic journals and conference proceedings. John Mager graduated with a Ph.D. in Marketing from the University of Oregon in 1986. He is currently an assistant professor of Marketing at Eastern Washington University. Dr. Mager has published in the Journal of Consumer Research as well as numerous national and international academic conferences.     

The Positive Ethical Organization: Enacting a Living Code of Ethics and Ethical Organizational Identity

A vision of a living code of ethics is proposed to counter the emphasis on negative phenomena in the study of organizational ethics. The living code results from the harmonious interaction of authentic leadership, five key organizational processes (attraction–selection–attrition, socialization, reward systems, decision-making and organizational learning), and an ethical organizational culture (characterized by heightened levels of ethical awareness and a positive climate regarding ethics). The living code is the cognitive, affective, and behavioral manifestation of an ethical organizational identity. We draw on business ethics literature, positive organizational scholarship, and management literature to outline the elements of positive ethical organizations as those exemplary organizations consistently practicing the highest levels of organizational ethics. In a positive ethical organization, the right thing to do is the only thing to do. Amy Klemm Verbos is a Ph.D. candidate at the Sheldon B. Lubar School of Business, University of Wisconsin-Milwaukee, where she received a Chancellor’s Fellowship, Graduate Fellowship, Dissertation Fellowship, and C. Edward Weber Research Award. She co-authored ‚Positive Relationships in Action: Relational Mentoring and Mentoring Schemas in the Workplace’ in the forthcoming edited book, Positive Relationships at Work. Her work on positive organizing also has been presented at the Academy of Management Conference. Joseph A. Gerard is a Ph.D. student at the Sheldon B. Lubar School of Business at the University of Wisconsin-Milwaukee. He is a lecturer at the University of Wisconsin-Whitewater teaching organizational behavior, strategy, and accounting. He is a founding member of Ascent Organization Development LLC, which provides management consulting services to for-profit organizations in the areas of effectiveness and performance enhancement. Paul R. Forshey is a Ph.D. student in Organizations and Strategic Management at the Sheldon B. Lubar School of Business, University of Wisconsin-Milwaukee. His research interests include startup firms and firms in transition. Charles S. Harding is a Ph.D. student in Organizations and Strategic Management at the Sheldon B. Lubar School of Business at the University of Wisconsin-Milwaukee. Awarded a Chancellor’s Fellowship, his research interests include strategic decision-making and the role of value creation in strategy. Janice S. Miller is an Associate Professor at the Sheldon B. Lubar School of Business at the University of Wisconsin-Milwaukee where she has received the Business Advisory Council Award for Teaching Excellence. Her published work has appeared in Academy of Management Journal, Journal of Organizational Behavior, and Journal of Business Ethics among others. She received her Ph.D. in Human Resources Management from Arizona State University.     

The Role of Ethical Ideology in Workplace Deviance

Ethical ideology is predicted to play a role in the occurrence of workplace deviance. Forsyths (1980) Ethics Position Questionnaire measures two dimensions of ethical ideology: idealism and relativism. It is hypothesized that idealism will be negatively correlated with employee deviance while relativism will be positively related. Further, it is predicted that idealism and relativism will interact in such a way that there will only be a relationship between idealism and deviance when relativism is higher. Results supported the hypothesized correlations and idealism and relativism interacted to predict organizational deviance. Idealism was a significant predictor of interpersonal deviance, but no interaction was found.Christine (Chris) A. Henle, Ph.D. is an assistant professor of Management at the University of North Carolina at Charlotte. Her research interests include counterproductive employee behaviors, employment law, and organizational justice. Her current research focuses on cyberloafing at work, religious discrimination in employment, and the role of supervisor and coworker norms in predicting counterproductive work behaviors. She has provided consulting services in the areas of job analysis, recruiting, selection, and performance management.Robert A. Giacalone, Ph.D. (State Univeristy of New York-Albany) is Professor of Human Resource Management at the Fox School of Business and Management, Temple University, in Philadelphia, Pennsylvania. Dr. Giacalone is coeditor of five books, co-author of two books and has authored over 90 articles on ethics, employee sabotage, impression management and exit interviewing, appearing in journals such as Human Relations, Business and Society Review, Journal of Business Ethics, Journal of the Organizational Behavior, and the Journal of Social Psychology. His current research focuses on the impact of materialism/postmaterialism and workplace spirituality on business ethics.Carole L. Jurkiewicz, Ph.D. is the John W. Dupuy Endowed Professor and the Womens Hospital Distinguished Professor of Healthcare Ethics at Louisiana State University. Her publications include a wide array of scholarly articles, books, and the general press. She maintains an active consulting practice in the areas of organizational psychology, ethics, and leadership.     

Peer reporting of unethical behavior: The influence of justice evaluations and social context factors

This field survey in a fast food restaurant setting tested the hypothesized influences of two social context variables (role responsibility and interests of group members) and justice evaluations (distributive, procedural, and retributive) on respondents' inclination to report theft and their theft reporting behavior. The results provided mixed support for the hypotheses. Inclination to report a peer for theft was associated with role responsibility, the interests of group members, and procedural justice perceptions. Actual reporting behavior was associated with the inclination to report and with retributive justice evaluations. Implications for future research and for management are discussed.Bart Victor is Associate Professor of Management in the Kenan Flagler School of Business at the University of North Carolina at Chapel Hill. He earned his Ph.D. in management. His research interests have focused on culture and climates in organizations and problems in organizational design.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. Her research focuses on the management of ethical-unethical behavior in organizations and justice in disciplinary situations.Debra L. Shapiro is Associate Professor of Business Administration in the Kenan Flagler School of Business at the University of North Carolina at Chapel Hill. Her research regards managing conflict in organizations, via procedural justice, interactional justice, negotiation tactics, and grievance procedures.     

Cheating During the College Years: How do Business School Students Compare?

When it comes to cheating in higher education, business school students have often been accused of being the worst offenders; if true, this may be a contributing factor in the kinds of fraud that have plagued the business community in recent years. We examined the issue of cheating in the business school by surveying 268 students in business and other professional schools on their attitudes about, and experiences with, cheating. We found that while business school students actually cheated no more or less than students in other professional schools, their attitudes on what constitutes cheating are more lax than those of other professional school students. Additionally, we found that serious cheaters across all professional schools were more likely to be younger and have a lower grade point average. Helen A. Klein is an assistant professor in the Management Department at Grand Valley State University. She received her Ph.D. from the University of Michigan in Computer and Information Systems and is interested in Object Oriented Software development, business process redesign and the use of ERP as a tool for learning in higher education. Nancy M. Levenburg is an associate professor in the Management Department at Grand Valley State University. She received her Ph.D. degree from Union Institute & University, and has done post-graduate study at Harvard University and UCLA. Her primary research interests include electronic commerce and strategic applications of information technologies. Marie McKendall is a professor in the Management Department at Grand Valley State University. She received her Ph.D. in Management from Michigan State University. Her primary research interest is organizational illegality. William M. Mothersell is an assistant professor in the Management Department at Grand Valley State University. He received his Ph.D. from Michigan State University in Labor and Industrial Relations. His research interests include strategic human resource management, organizational behavior and development, and lean transformation.     

The Nature and Management of Ethical Corporate Identity: A Commentary on Corporate Identity,Corporate Social Responsibility and Ethics

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.     

Stakeholders Management Systems: Empirical Insights from Relationship Marketing and Market Orientation Perspectives

This paper explores the managerial aspects of the relationship with stakeholders, under the assumption that transfer of knowledge is being made from relationship marketing and market orientation perspectives. These marketing tools may prove useful to manage the relationship with other stakeholders, as has been the case with customers. This study focuses on a sample of Spanish companies representing 43% of listed companies with the largest market capitalization. Given that this is the first time that corporate relationship with stakeholders is analyzed in Spain, a qualitative technique (case analysis) was used. The main conclusion of the study is that most of the participant companies have a reactive position vis-à-vis stakeholders management systems. This attitude is reflected in their concern exclusively about ethical indexes managers. J. García de Madariaga Assistant Professor, Marketing Department, Universidad Complutense de Madrid. Ph.D. in Marketing and B.A. in Advertising, Universidad Complutense de Madrid. His work has been published in refereed international journals and also in Spanish journals. He has also published numerous refereed articles in the proceedings of major national and international conferences. He is also an active marketing and marketing research consultant. Carmen Valor Ph.D. (Marketing) at Universidad Complutense de Madrid (Spain), MBA (Universidad Carlos III de Madrid, Spain). Currently, Visiting Teacher at Universidad Pontificia de Comillas-ICADE. She is also an active Research Member at Economistas Sin Fronteras Foundation and GEIES (Universidad San Pablo-CEU). Her work focuses on several issues related to corporate social responsibility and consumer behaviour. Her research has been published, inter alia, in the Journal of Business Ethics, Journal of Business and Society, Business and Society Review, or Investigación y Marketing.     

Influence of Corporate Social Responsibility on Loyalty and Valuation of Services

The study of corporate social responsibility has been the object of much research in recent decades, although there is a need to continue investigating its benefits as a marketing tool. In the current work we adopt a multi-dimensional perspective of social responsibility, and we carry out market research to determine the perceptions of users of mobile telephone services about economic, legal, ethical and social aspects of their operating companies. With these data we determine the structure and components of the concept of social responsibility. Subsequently, this is related with the overall evaluation of the service and loyalty by means of a model of structural equations, in order to determine the influence of corporate social responsibility on these concepts, and hence its benefits as a commercial tool. Dr. Ma del Mar García de los Salmones is Professor of Marketing at the University of Cantabria (Spain). Her current research interests include corporate social responsibility, brand image and consumer behaviour. She received her Ph.D. in Business Administration in 2002 with her work “Corporate Image as a Key Variable in Firm Choice: Identity and Positioning of Mobile Phone Business”. Dr. ángel Herrero is Professor of Marketing at the University of Cantabria (Spain). His current research interests include consumer behaviour, e-commerce and corporate social responsibility. He received his Ph.D. from the University of Cantabria in 2002 for his work on “The Process of Adoption of a New Sales System: An Application to B2C e-commerce”. Dr. Ignacio Rodríguez del Bosque Rodríguez is Professor of Marketing at the University of Cantabria (Spain). His areas of research include business communication, relationship marketing and distribution channels. His works have previously been published in the several international journals, like Journal of Retailing and Consumer Services, Tourism Management and Industrial Marketing Management.     

An integrative model for understanding and managing ethical behavior in business organizations

Managing ethical behavior is a one of the most pervasive and complex problems facing business organizations today. Employees' decisions to behave ethically or unethically are influenced by a myriad of individual and situational factors. Background, personality, decision history, managerial philosophy, and reinforcement are but a few of the factors which have been identified by researchers as determinants of employees' behavior when faced with ethical dilemmas. The literature related to ethical behavior is reviewed in this article, and a model for understanding ethical behavior in business organizations is proposed. It is concluded that managing ethics in business organizations requires that managers engage in a concentrated effort which involves espousing ethics, behaving ethically, developing screening mechanisms, providing ethical training, creating ethics units and reinforcing ethical behavior. W. Edward Stead, Ph.D., is Professor of Management at East Tennessee State University, Johnson City, TN. His research interests include ethical behavior, cancer in the workplace, social strategy implementation, the ethical implications of cost-benefit analysis, and managing professional employees. His articles have appeared in Psychological Reports, Personnel Journal, Business and Society Review, and the Journal of Accountancy among others, and he has published cases in leading business policy and social responsibility texts. Dan L. Worrell, Ph.D., is Professor of Management and Department Chairperson at Appalachian State University, Boone, NC. He has published articles in such Journals as Academy of Management Journal, Journal of Management, Business Horizons, and Psychological Reports among others. His research interests include managerial succession, ethical behavior and social responsibility. Jean Garner Stead, Ph.D., is Associate Professor of Management at East Tennessee State University, Johnson City, TN. Her research interests include ethical behavior, cancer in the work place, social strategy implementation, and the ethical implications of cost-benefit analysis. Her articles have appeared in Psychological Reports, Personnel Journal, Business and Society Review and the International Journal of Management among others, and she has published cases in leading business policy and social responsibility texts.