So Then Why Did You Do It?

What causes unethical behavior and what can we learn from those individuals who have had spectacular ethical lapses? The profiles of six prominent individuals, including Dennis Levine, Charles Keating, and Robert Citron are examined to try to provide some insight into what lead them down the slippery slope to criminal and unethical behavior. What we found is that all six certainly knew that they were breaking the law and most went to extra-ordinary lengths to cover up what they were doing. Additionally, we found that each individual had attained a position of authority that enabled them to break the law without being seriously challenged by others who knew, or suspected, what was being done. Each person was highly compensated for their efforts, yet, they choose to engage in unethical and illegal activities in the pursuit of just a little more money or power.     

“The Worse You Behave, The More You Seem, to be Rewarded”: Bullying in Nursing as Organizational Corruption

This paper reports findings from the first, qualitative stage of a national sequential, mixed method study of bullying in the Australian nursing workplace. Twenty-six nurses who had experience of workplace bullying were recruited from two Australian public sector health care organizations. Examining the narrative data from the viewpoint of bullying being a corrupt activity we present an alternative perspective on group acts of bullying. By exploring bullying as corrupt behaviour, this paper challenges the assumption that bullying can be principally considered a series of isolated events stemming from interpersonal conflict, organizational pressures, or poor work design. Corruption in organizations has not previously been linked with or compared to bullying. In revealing the manner in which actors can engage in corrupt conduct that includes bullying, the findings from our study offer important implications for the management of workplace bullying as a serious and corrupt activity.     

Developing parsimonious retailer equity indexes using partial least squares analysis: a method and applications

The information that a retailer’s name communicates to consumers can be a source of competitive advantage for many retailers. Indeed, retailers develop a kind of brand equity, which we refer to as “retailer equity.” To aid both practitioners and researchers, we outline a method, using partial least squares (PLS) analysis for developing parsimonious measures for retailer equity. In addition, we provide four illustrations of possible ways that the index can be used by retailers: (1) as a benchmarking tool, (2) as an indicator of the success (failure) of marketing strategies and tactics, (3) as a means to evaluate the attractiveness of market segments, and (4) as an instrument to examine the relative importance of the various components of retailer equity for specific retailers. The index also provides a means for marketing researchers to examine potential antecedents and outcomes of retailer equity.     

Deindustrialisierung: Eine neue „britische Krankheit“?

In vielen EU-L?ndern ist ein Rückgang der Besch?ftigung im gewerblichen Bereich zu beobachten. Besonders ausgepr?gt ist die „Deindustrialisierung“ jedoch in Gro?britannien—bei gleichzeitiger Ausweitung des Dienstleistungsbereichs. Welches sind die Ursachen dieser Entwicklung? Ist dieser Prozess als neue „britische Krankheit“ zu bezeichnen oder Ausdruck einer relativ dynamischen und flexiblen Wirtschaft? Ist in Deutschland eine ?hnliche Entwicklung zu erwarten? Die Autoren vertreten hier ihre pers?nliche Meinung und nicht notwendigerweise die der Deutschen Bundesbank.     

Mittelstand und EU-Osterweiterung

Viele Umfragen deuten auf eine massive Abwanderung des deutschen Mittelstands in die neuen EU-Beitrittsl?nder hin. Inwieweit kann dieser Exodus empirisch untermauert werden? In welchen Aktivit?ten engagieren sich die deutschen mittelst?ndischen Unternehmen in den Beitrittsl?ndern? Welche Chancen und Risiken erwarten sie von der Osterweiterung?     

Index der wahrgenommenen Inflation oder EU-Verbraucherumfragen?

Nach der Euro-Umstellung Anfang 2002 entwickelte sich das Preisempfinden deutlich anders als der gemessene Verbraucherpreisindex. Inwieweit wird auch heute noch die Preisentwicklung von den Konsumenten übersch?tzt? Wie zuverl?ssig misst der von Hans Wolfgang Brachinger entwickelte „Index der wahrgenommenen Inflation“ dieses Ph?nomen? Zu welchen Ergebnissen kommen die von der EU-Kommission beauftragten Verbraucherumfragen? Die Verfasser geben ihre pers?nliche Auffassung wieder, die nicht unbedingt mit derjenigen der Deutschen Bundesbank übereinstimmen muss.     

Sticks and Stones may Break Your Bones, but Words can Break Your Spirit: Bullying in the Workplace

Workplace bullying has a well-established body of research internationally, but the United States has lagged behind the rest of the world in the identification and investigation of this phenomenon. This paper presents a managerial perspective on bullying in organizations. The lack of attention to the concept of workplace dignity in American organizational structures has supported and even encouraged both casual and more severe forms of harassment that our workplace laws do not currently cover. The demoralization victims suffer can create toxic working environments and impair organizational productivity. Some methods of protecting your organization from this blight of bullying are proposed. Bullying has always been part of the human condition; history is rife with references to abuse of power and unnecessary or excessive force. The classic bully story is of Joseph and his brothers, a tale of envy and hostility. The refinement of bullying to include various forms of legally defined social harassment is a relatively late phenomenon, however, dating to the Civil Rights Act of 1964. In the United States, bullying is not illegal, whereas it is illegal in many other countries. Bullying is not about benign teasing, nor does it include the off-color jokes, racial slurs, or unwelcome advances that are the hallmarks of legally defined harassment. Workplace bullying is the pattern of destructive and generally deliberate demeaning of co-workers or subordinates that reminds us of the activities of the schoolyard bully. Unlike the schoolyard bully, however, the workplace bully is an adult, usually (but not always) aware of the impact of his or her behavior on others. Bullying in the workplace, often tacitly accepted by the organizational leadership, can create an environment of psychological threat that diminishes corporate productivity and inhibits individual and group commitment. The two examples that follow will help to clarify the difference between harassment and bullying.     

The corporate social responsibility (CSR) employer brand process: integrative review and comprehensive model

ABSTRACT

Firms are increasingly drawing on corporate social responsibility (CSR) in their employer branding to improve attractiveness and engage current and potential employees, and to ensure consistency in employee brand behaviours. However, there is a dearth of literature synthesising CSR and employer branding research to understand employee engagement with CSR-firms from a branding perspective. In this article, the authors carried out an integrative literature review of CSR and employer branding literatures. Informed by signaling theory, the authors develop a conceptual model of the CSR employer branding process as a cohesive view from the potential and current employee perspective. Our review highlights the need for firms to achieve CSR consistency in terms of (a) embeddedness of CSR values, and (b) levels of internal CSR. These two factors frame a typology that enable managers to better execute their CSR employer brand identity to achieve favourable results, such as a high-quality talent pool and positive affective, cognitive and behavioural employee outcomes.