Empirical Findings on Business–Society Relations in Europe

Based on a theoretical exploration in a previous article, this paper empirically analyzes which issues of SD are taken into account by corporations and stakeholders in what way, and to what extent the concept of sustainable development (SD) can be achieved through stakeholder relations management (SRM) on the corporate level. An important basis for this empirical analysis is a referential framework, which specifies 14 issues of SD. In a first empirical step, the literature-based framework has been operationalized for the business world by analyzing sustainability reports. In a second empirical step, the operationalized framework served as the basis for a survey of selected MNCs. The analyses of the sustainability reports and the survey show how MNCs deal with particular issues of SD and what role they perceive particular stakeholders play. A key conclusion of the article is that SRM indeed promotes SD, but that it is no alternative to predictable government regulation.     

Defence expenditure and development in South Africa

This article explores the channels through which defence can either promote or compromise economic development. It reviews the roles of the military as an agent for modernisation in developing societies and as an absorber of scarce resources. The article then examines how the military affected development in South Africa in the past and how it could do so in the future, given the decline in defence expenditure.     

The evaluation of a surveillance system for violent and non-intentional injury mortality in Colombian cities

Since 2002, the Institute for Peace Promotion and Injury/Violence Prevention (CISALVA) at the Universidad del Valle, Cali, Colombia and the Colombia Program at Georgetown University have developed and implemented 21 epidemiologically based municipal crime observatories in intermediate-sized municipalities in Colombia. These crime observatories serve as monitoring centres that provide low cost, geo-referenced methods of data collection and analysis, which allow cities to develop more responsive policies and prevention programmes and enhance governance. This article focuses on the methodology employed and lessons learned that may be applicable to similar settings. Worth noting within the results was a significant decrease in homicides after the first year of the programme. Whether or not such results could be attributed to the method or to the nature of the interventions and policy initiatives stemming from it remains open to conjecture.     

Interpretation problems of the partial correlation with nonnormally distributed variables

The partial correlation is a commonly used measure for assessing the bivariate correlation of two quantitative variables after eliminating the influence of one or more other variables. The partial correlation is generally interpreted as the correlation that would result if the variables to be eliminated were fixed (not allowed to vary and influence the other variables), which is referred to in the statistical literature as conditional correlation. The present paper demonstrates, by means of theoretical derivations and practical examples, that when the assumption of multivariate normality is violated (e.g., as a result of nonlinear relationships among the variables investigated) the usual interpretation of the partial correlation coefficient will be basically incorrect. In extreme cases the value of the partial correlation coefficient may be strongly positive, close to 1, whereas the conditional correlation may have a large negative value. To solve this problem the paper suggests to partial out a certain function (in most cases the square) of the variables whose effects are to be eliminated if nonlinear relationships are likely to occur.     

The Myth of Self-Managing Teams: A Reflection on the Allocation of Responsibilities between Individuals, Teams and the Organisation

Concepts that include the participation and empowerment of workers are becoming increasingly important nowadays. In many of these concepts, the formal responsibility is delegated to teams. Does this imply that the normative responsibility for the actions of teams is also delegated? In this article we will reflect on the difference between holding a person accountable and bearing responsibility. A framework is elaborated in order to analyse the accountability and responsibility of teams. In this framework, the emergence of a collective mind, and the organisational factors that influence the extent to which teams have the possibility of acting in a responsible way play an important role. It shows that teams can bear responsibilities that could never be carried by a group of individuals. The framework is used to analyse two sample cases with self-managing teams in production facilities. The authors discuss the implications for the theory and practice of self-managing teams and the allocation of responsibility between individuals, teams and the organisation.     

Five charges against the precautionary principle

We defend the precautionary principle against five common charges, namely that it is ill-defined, absolutist, and a value judgement, increases risk-taking, and marginalizes science. We argue, first, that the precautionary principle is, in principle, no more vague or ill-defined than other decision principles and like them it can be made precise through elaboration and practice. Second, the precautionary principle need not be absolutist in the way that has been claimed. A way to avoid this is through combining the precautionary principle with a specification of the degree of scientific evidence required to trigger precaution, and/or with some version of the de minimis rule. Third, the precautionary principle does not lead to increased risk-taking, unless the framing is too narrow, and then the same problem applies to other decision rules as well. Fourth, the precautionary principle is indeed value-based, but only to the same extent as other decision rules. Fifth and last, the precautionary principle is not unscientific other than in the weak sense of not being exclusively based on science. In that sense all decision rules are unscientific.