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1.
Roger Eugene Karnes 《Journal of Business Ethics》2009,87(2):189-197
This research explores the historical perspective of business ethics from the viewpoint of the employer–employee relationship
by outlining the impact of the changing social contract between employer and employee relations from the end of World War
II to the current day; provides the basic definition of the key elements of the organizational social contract and outlines
the social contract in employment relations. It also provides what the author believes to be the key drivers in employer–employee
relations and the benefits to good employer–employee relations for each individual within the employment relationship. The
results of this research indicate a significant shift in business ethics as it relates to the employers relationship to the
employee within a work environment. It further shows the state of the employment relationship prior to World War II. Written
contracts were unheard of, but rather, the employment agreement was steeped in a tradition that carried the promise sealed
with nothing but a handshake. Now employees have little or no rights; and the ones they are given are provided not by the
employer, but by government regulation and court precedent. Issues such as time off for illness, sexual harassment, and workers’
compensation are all handled through legal or regulatory means rather than ethical considerations. The research further shows
that the distinct lack of leadership within organizations play a significant role in the disintegration of employer–employee
relationships. Specifically, how the lack of leadership relates to the emotional intelligence of the leader. Areas such as
empathy and social skills are under trained and under developed by organizations. This research shows that the employer who
is willing to give employees what they want and need are far more likely to have success, but more importantly, the organizations
will be doing the right thing. 相似文献
2.
The Heterogeneity of Socially Responsible Investment 总被引:1,自引:0,他引:1
Joakim Sandberg Carmen Juravle Ted Martin Hedesstr?m Ian Hamilton 《Journal of Business Ethics》2009,87(4):519-533
Many writers have commented on the heterogeneity of the socially responsible investment (SRI) movement. However, few have
actually tried to understand and explain it, and even fewer have discussed whether the opposite – standardisation – is possible
and desirable. In this article, we take a broader perspective on the issue of the heterogeneity of SRI. We distinguish between
four levels on which heterogeneity can be found: the terminological, definitional, strategic and practical. Whilst there is
much talk about the definitional ambiguities of SRI, we suggest that there is actually some agreement on the definitional
level. There are at least three explanations which we suggest can account for the heterogeneity on the other levels: cultural
and ideological differences between different regions, differences in values, norms and ideology between various SRI stakeholders,
and the market setting of SRI. Discussing the implications of the three explanations for the SRI market, we suggest that there
is reason to be sceptical about the possibilities of standardisation if not standardisation is imposed top-down. Whether this
kind of standardisation is desirable or not, we argue, depends on what the motives for it would be. To the extent that standardisation
may facilitate the mainstreaming of SRI, it could be a good thing – but we entertain doubts about whether mainstreaming really
requires standardisation. 相似文献
3.
Susan Margaret Hart 《Journal of Business Ethics》2010,92(4):585-600
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. 相似文献
4.
This article reports the results of research aimed at developing and validating a multi-item scale to measure consumers’ agreement
with three main justifications for not engaging in socially responsible consumption (SRC) behaviours, namely the ‘economic
rationalist argument’ founded on the idea that the costs of SRC are greater than its benefits, the ‘economic development reality
argument’ based on the idea that ethical and moral aspirations are less important than the economic development of countries,
and the ‘government dependency argument’ grounded in the premise that government inaction demonstrates the legal character
and the banality of unethical consumption behaviours. The scale items were generated on the basis of a multi-country qualitative
study of consumers (Eckhardt et al., 2006, ‘Why Don’t Consumers Behave Ethically’. DVD Document, AGSM). The content validity
of the scale was assessed in the first study. The second study was a survey of 157 Canadian adult consumers in which the three-dimensional
scale and other scales measuring relevant concepts were administered. The survey results showed that the 28-item resulting
scale is reliable and generally behaves as one would theoretically expect. Implications for consumption ethics researchers
and policy makers are proposed. 相似文献
5.
根据塔洛克对寻租活动社会成本的分析,寻租活动的发生是通过政府的政治行程进行的,它影响社会经济运行的交易成本。在我国,利益集团的寻租活动对房地产行业资源配置产生的负面效应是:寻租活动增加政府的廉政成本,误导社会的资源流向。要使我国的房地产行业资源得到一个较为合理有效的配置,政府应改革土地使用权出让制度;完善政府的信息披露制度;实行激励机制与制约机制相结合的制度。同时,政府要明确自身的权利、权力和责任,贯彻好国家的各项经济政策,提高行政效率;社会各方面也要对其进行监督,使政府自律与他律相结合。 相似文献
6.
Kalle Pajunen 《Journal of Business Ethics》2006,68(3):243-258
In a contractual firm–stakeholder relationship the participants are expected to act according to the agreement and for mutual benefit. By acting against the agreement at the expense of the other participant, however, may result in higher individual profits within a short period of time. Building on the unlocked iterated prisoner’s dilemma (PD) setting, Scanlon’s [Scanlon, T.␣M.: 1998, What We Owe to Each Other (Belknap Press of Harvard University Press, Cambridge, Mass)] version of contractualism, and the social dilemma literature, this article considers what types of behaviors should be followed by both parties in an established firm–stakeholder relationship in order to reach an outcome that is defensible both in terms of morality and viability. It is argued that a normative foundation, which advises firms and stakeholders to ground their behavior on principles that could not reasonably be rejected by others, forms a basis for moral and viable behavior that can be expressed in the form of a strategic rule that excludes defection and utilizes the option to exit in response to the other participant’s defection. Then, a set of testable propositions is developed that describe how a firm and its stakeholders can further promote moral and viable relationships.Kalle Pajunen received his Ph.D. in strategic management. His current research interests include research methodologies, turnaround processes, stakeholder theory, strategic leadership, and business ethics. His recent articles appear (or are forthcoming) for instance in Advances in Strategic Management, Human Relations, Journal of Management Studies, and Leadership. 相似文献
7.
Rudi Kirkhaug 《Journal of Business Ethics》2009,87(3):317-324
This article argues that the introduction of value based management in a decentralized, hierarchical, and rule-based organization
will add to existing informal and formal systems instead of replacing them. Consequently, employees’ perception of and willingness
to embrace and operationalize centrally imposed values were assumed to be dependent upon existing emotional, social, and formal
processes and structures. Hierarchical regression analysis on data from a maritime company (N = 408) gathered in Norway in 2004 – which claims to be a learning and value based company – showed that affective commitment
and group coherence correlated positively with perception of values among employees. Formalization was positively but insignificantly
correlated, whereas loyalty toward immediate superiors was significantly negatively correlated with perception of values. 相似文献
8.
Alasdair MacBean 《The World Economy》2007,30(2):292-307
Historically, rapid growth has produced environmental destruction. China is no exception. Because of its huge and growing population, 20 years of over nine per cent per annum growth, a history of neglect and adverse geography, China faces crises. Floods devastate in the south while droughts afflict the north. One in three of China's rural people lacks safe drinking water. China suffers air pollution, deforestation, loss of grasslands, and species, erosion, encroaching desert, acid rain, dust storms that engulf cities such as Beijing and can carry far abroad. It has 16 of the 20 most polluted cities in the world. Environmental degradation grows and China's development is threatened by it. Water shortages have hit industries and factories have been shut by energy crises. The costs of cleaning up the environment will grow still greater if prompt and effective action is not taken. China's government recognises these problems and developed laws and institutions to protect the environment, but at grassroots level they fail to be implemented because local governments value short‐term gains in growth and jobs over a better environment. The international community can help, but only China can deal with the problems. 相似文献
9.
Using two firm-level datasets in Korea, we analyzed the effects of corporate social responsibility (CSR) on employment relations. We propose that participation in corporate social activity may not necessarily reflect an ethical commitment to do “the right thing,” but instead can be associated with mobilizing internal resources to offset the costs imposed by external CSR involvement undertaken because of social pressure. Analysis of the two datasets showed similar results. The results demonstrate that socially responsible actions facilitate employer tendency to use performance-based pay and efficiency-based work practices. We also find that CSR has a negative association with employment growth and increased labor flexibility through contingent employment. These findings shed light on the internal impact of CSR involvement on a firm’s employment policies with respect to resource allocation. 相似文献
10.
Devashish Mitra 《Journal of International Economics》2002,57(2):473-485
In a bargaining model of endogenous protection, I introduce fixed costs of political-organization that need to be incurred by capitalists prior to actual lobbying. Unlike Maggi and Rodriguez-Clare [J. Pol. Econ. 106(3) (1998) 575] intersectoral capital mobility is disallowed. Nevertheless, I am still able to obtain their main result that a government with low bargaining power vis-à-vis the import-competing lobby precommits to a free-trade agreement. Further, with high fixed organizational costs, the government prefers to stay out of such agreements. Its maximum bargaining power consistent with signing a trade agreement has an inverse-V-shaped relationship with respect to the size of fixed costs. 相似文献
11.
This article examines whether ethical business practice enhances financial performance with respect to interorganizational
favour exchange. We argue that the link between the ethicality and economic utility of interorganizational favour exchange
is governed by: (1) organizational–individual interest alignment/conflict and (2) the fairness or justifiability of favour
exchanges from the perspective of third parties. We classify interorganizational (IO) favour exchange into four types (Business–Personal,
Personal–Business, Personal–Personal and Business–Business favour exchange). Our analysis shows that the first three types
of favour exchange are unethical as they involve conflicts between organizational and individual interests in one or both
participating organizations that negatively affect organizational value creation. The last type of favour exchange involves
organizational–individual interest alignment in both participating organizations and positively affects the capacity of those
involved in the exchange to create value. Favour exchanges of this fourth variety are ethically justifiable unless they unfairly
damage the legitimate interests of third parties. In the latter case, these favour exchanges create the risk of negative third
party reactions, which in turn affect the sustainability of the benefits of the favour exchanges to the focal group (the dyad).
Our research results advance understanding of the ethical and economic implications of IO favour exchange, counter the prejudice
against this behaviour in organizations, provide ethical guidance for management and business practice, and have implications
for the relationship between doing well and doing good. 相似文献
12.
Advances in Drama Theory for Managing Global Hazards and Disasters. Part II: Coping with Global Climate Change and Environmental Catastrophe 总被引:2,自引:0,他引:2
We explore issues of group decision making for reducing global environmental risk, with particular reference to the political
dynamics surrounding international agreements on tackling climate change. Continuing political delays in deciding to reduce
greenhouse gas emissions may make it necessary to resort to high risk and controversial geo-engineering solutions, such as
injecting large amounts of sulfur dioxide into the stratosphere, despite the unforeseen, potentially catastrophic consequences
that these entail. Advances in drama theory (dt.2) are used to analyze the prospects for agreement on reducing or stabilizing
greenhouse gas emissions, following the Bali agreement of December 2007. It is concluded that Western nations and emerging
economies are behaving like players in a game of “chicken”, each expecting the other to take on the main burden of emissions
reduction. We judge it unlikely that either will play a full part until it is too late for emissions reduction alone to avert
environmental catastrophe. At that point, parties will resort to geo-engineering “fixes”, despite the risks. However, all
such forecasts are conditional on decisions made and attitudes taken by political leaders and the public. Our analysis serves
to pinpoint the relevant decisions and attitudes. 相似文献
13.
Does the Market Value Corporate Philanthropy? Evidence from the Response to the 2004 Tsunami Relief Effort 总被引:1,自引:0,他引:1
Dennis M. Patten 《Journal of Business Ethics》2008,81(3):599-607
This study investigates the market reaction to corporate press releases announcing donations to the relief effort following
the December, 2004 tsunami in Southeast Asia. Based on a sample of 79 U.S. companies, results indicate a statistically significant
positive 5-day cumulative abnormal return. While differences in the timing of the press releases do not appear to have influenced
market reactions, the amount of the donations did. Overall, the results appear to support Godfrey’s (Academy of Management Review
30, 777–798; 2005) assertion that philanthropic giving must be perceived as being a genuine manifestation of the firm’s underlying social responsiveness
in order to increase firm value. 相似文献
14.
Firms are spending billions annually in the name of corporate social responsibility (CSR). Whilst markets are increasingly
willing to reward good and responsible firms, they lack the instruments to measure corporate social performance (CSP). To
convince investors and other stakeholders, firms invest heavily in building a reputation for good corporate behaviour. This
article argues that reputations for CSP are often unrepresentative of true CSP and investigates how differences in ‹perceived’
and ‹actual’ – as measured by the Fortune and KLD databases, respectively – can partly be explained by firm characteristics.
Amongst other things, it finds that overrated firms are more likely to be relatively big, profitable, operating in non-polluting
but competitive industries and with no history of wrong doings to their primary stakeholders. They will also typically spend
a lot of effort satisfying the claims of their secondary stakeholders. Above all, the results emphasise the need for researchers
to recognise that the databases measure different phenomenon and are not interchangeable. 相似文献
15.
Increased concern for the environment has increased the number of investment opportunities in mutual funds specialized in
promoting responsible environmental attitudes. This article examines the performance and risk sensitivities of US green mutual
funds vis-à-vis their conventional peers. We also analyze and compare this performance relative to other socially responsible
investing (SRI) mutual funds. In order to implement this analysis, we apply a CAPM-based methodology and find that in the
1987–2009 period, environ- mental funds had lower performance than conventional funds with similar characteristics. However,
if we focus on a more recent period (2001–2009), green funds achieved adjusted returns not significantly different from the
rest of SRI and conventional mutual funds. 相似文献
16.
In this paper, we apply bargaining theory to a certain model of coalition formation. The notions of a feasible government
and a stable government are central in the model considered. By a government, we mean a pair consisting of a majority coalition
and a policy supported by this coalition. The aim of this paper is to establish which stable government should be created
if more than one stable government exists or, in case there is no stable one, which feasible government should be formed if
more than one feasible government exists. Several bargaining procedures leading to the choice of one stable (or feasible)
government are proposed. We define bargaining games in which only parties belonging to at least one stable (or feasible) government
bargain over the creation of a government. We consider different bargaining costs. We investigate subgame perfect equilibria
of the bargaining games defined. It turns out that the prospects of a party depend on the procedure applied, and on the bargaining
costs assumed. We also apply the coalition formation model to the Polish Parliament after the 2001 elections and apply the
different bargaining games for the creation of a government to this example. 相似文献
17.
Federica Pazzaglia 《Journal of Business Ethics》2010,93(4):623-639
Modern corporations have been widely accused of promoting values of managerial autonomy that can result in managerial waste
and opportunistic behaviour, leading organizational theorists to suggest the adoption of alternative organizational forms
that should normatively and structurally limit such autonomy. However, this mixed-methods study of an alternative organizational
form – income trusts (1995–2005) – finds that income trusts were also characterized by excessive managerial autonomy. Managers
strategically used the income trust form in discretionary ways such as by providing little information on important decisions
to external parties, limiting investors’ right to oppose managerial actions and retaining firm earnings to a great extent.
Thus, the article concludes that alternative organizational forms do not necessarily promote an ethical business culture since
they are unable to overcome deeply institutionalized values of managerial autonomy. 相似文献
18.
Social contract theory offers a powerful method and metaphor for the study of organizational ethics. This paper considers the variant of the social contract that has arguably gained the most attention among business ethicists: integrative social contracts theory or ISCT [Donaldson and Dunfee: 1999, Ties That Bind (Harvard Business School Press, Boston)]. A core precept of ISCT – that consent to membership in an organization entails obligations to follow the norms of that organization, subject to the moral minimums of basic human rights – is a reasonable and appealing notion. One potential challenge for those attempting to apply this idea, however, lies in the dynamic nature of social norms. Organizational norms evolve, often through the conscious efforts of community members and leaders. As currently formulated, ISCT offers a framework that under-appreciates the evolving nature of moral norms. In this paper, we extend ISCT by considering the circumstances under which the terms of and parties to social contracts change. We also consider a number of principles that should be considered as the terms and parties to organizational social contracts change. 相似文献
19.
Michael L. Marlow 《Journal of Economics and Business》1982,34(2):165-171
A model of enforcement is developed that determines the impacts of OSHA actions on regulated parties. This model analyzes the effect of decision procedures developed by OSHA to enforce the law and their effect on resource allocation within the firm. It is concluded that the impacts from both the initial inspection and reinspection programs on the resource allocations of firms have likely been insignificantly different from zero. If OSHA is to increase the allocation of injury control resources of firms through its enforcement program, it must increase the costs of noncompliance that it imposes on firms. 相似文献
20.
Most marketing managers still function as if challenges such as scarcity of resources and “social responsibility” were simply temporary phenomena. But our “private” market system is evolving into a “public” system. Public policy and the goals of society play an expanding role in making strategy decisions. Traditional efficiency is when a manager attempts to achieve the greatest output for a given combination of inputs. Under a contemporary definition of efficiency, each firm must produce and allocate goods and services in such a manner that the maximum possible societal utility is achieved. The marketing function is to be the “change agent.” Marketing today is in a transition from a “passive” to an “active” phase of its ability to deal with the changes taking place. As traditionally, the marketing manager will make decisions within several areas: product offering, price, distribution and promotion efforts, including advertising and sales. The basic concept of the product will be changed to include not only physical goods, but also services, organizations, people, plans and ideas. Exchange will take place between two parties and will no longer be measured simply by a straightforward calculation of costs. Environmental quality, political considerations, consumer welfare, etc., must be evaluated along with profits in order to properly understand how well marketing is satisfying the needs of society. 相似文献