Loyalty and Trust as the Ethical Bases of Organizations

The last years of the 20th Century have been somewhat contradictory with respect to values like loyalty, trust or truthfulness. On the one hand, (often implicitly, but sometimes very explicitly), self-interest narrowly defined seems to be the dominant force in the business world, both in theory and in practice. On the other hand, alliances, networks and other forms of cooperation have shown that self-interest has to be at least "enlightened".The academic literature has reflected both points of view, but frequently in an ambiguous way, since the concepts of loyalty and trust are somewhat elusive and equivocal. This paper attempts to analyze the concept of loyalty in depth, examining the different conceptions about the word that can be found in the literature. We begin by going to the management classics (specifically, Follett, Barnard and Simon), and we then turn to the anthropological approach of Pérez López (1993), with its built-in ethical analysis, and show how trust and loyalty are crucial to the development of organizations. We end by suggesting in what ways loyalty and trust can be created and fostered in organizations.     

Public Policies on Corporate Social Responsibility: The Role of Governments in Europe

Over the last decade, Corporate Social Responsibility (CSR) has been defined first as a concept whereby companies decide voluntarily to contribute to a better society and cleaner environment and, second, as a process by which companies manage their relationship␣with stakeholders (European Commission, 2001. Nowadays, CSR has become a priority issue on governments’ agendas. This has changed governments’ capacity to act and impact on social and environmental issues in their relationship with companies, but has also affected the framework in which CSR public policies are designed: governments are incorporating multi-stakeholder strategies. This article analyzes the CSR public policies in European advanced democracies, and more specifically the EU-15 countries, and provides explanatory keys on how governments have understood, designed and implemented their CSR public policies. The analysis has entailed the classification of CSR public policies taking into consideration the actor to which the governments’ policies were addressed. This approach to the analysis of CSR public policies in the EU-15 countries leads us to observe coinciding lines of action among the different countries analyzed, which has enabled us to propose a ‹four ideal’ typology model for governmental action on CSR in Europe: Partnership, Business in the Community, Sustainability, and Citizenship, and Agora. The main contribution of this article is to propose an analytical framework to analyze CSR public policies, which provide a perspective on the relationships between governments, businesses, and civil society stakeholders, and enable us to incorporate the analysis of CSR public policies into a broader approach focused on social governance. Laura Albareda is currently a Research Fellow at the Institute for Social Innovation, ESADE, Universidad Ramon Llull-URL. She is principal researcher and manager of the Observatory on Socially Responsible Investment in Spain. Her areas of research and academic interest are Corporate Social Responsibility, Business Ethics, Global Governance and Public Authorites, Governments and Public Policies on Corporate Social Responsibility and Socially Responsible Investment. Josep M. Lozano is currently Professor & Senior Researcher at the Institute for Social Innovation, ESADE Business School (URL). He is Co-founder of ética, Economía y Dirección (Spanish branch of the EBEN) and member of the editorial board of Ethical Perspectives and Society and Business Review. He was member of the Catalan Government’s Commission on Values, and is member of the Spanish Ministry of Employment and Social Affairs’ Commission of Experts on CSR. He has been a highly commended runner-up in the European Faculty Pioneer Awards of the Beyond Grey Pinstripes and is author of Ethics and Organizations. Understanding Business Ethics as a Learning Process (Kluwer). Tamyko Ysa is an Assistant Professor of the Institute of Public Management, and the Department of Business Policy at ESADE. Her areas of interest are the management of partnerships and their impact on the creation of public value; the design, implementation and evaluation of public policies, and the relations between companies and governments. She is the Principal Researcher of the Research Group for Leadership and Innovation in Public Management (GLIGP). She is coauthor of Governments and Corporate Social Responsibility (Palgrave MacMillan).     

困境下的企业转型策略

大多数企业发现,在困境下很难实现自身的转型。那些采用经过验证的策略的企业显著地提高了成功转型的几率。     

Quality of hotel service and consumer protection: A European contract law approach

A lack of transparency in the hotel ranking system presents a serious problem for the industry. This is especially the case when it comes to providing information to the consumer and converting quality standards into binding standards. Since quality management is not merely a strategy for commercialisation, the aim of the first part of this research paper is to offer companies recommendations from a contract law perspective. This area of law reveals that a reduction in price can be very useful for facing quality failures. For this reason, the second part of this paper examines the requirements of such a remedy for non-performance and promotes the application of scales for calculating a price reduction.     

Smart destinations and the evolution of ICTs: a new scenario for destination management?

The impact of information and communication technologies (ICTs) on tourism and their foreseeable future evolution seem to be shaping a new scenario for destination management. This new context has given rise to the need for new management models. One of these models is the emerging smart tourism destination (STD), although it requires greater conceptual precision in order to become a new paradigm for destination management. This paper proposes a systemic model for STDs which facilitates the interpretation of the role of ICTs in the management of tourism destinations. Accordingly, the Delphi technique has been applied so as to determine the opinion of experts regarding the feasibility of the STD approach, its advantages and limitations and also the size of the impact of ICTs on the management and marketing of tourism destinations. This prospective exercise highlights the intensification of the impact of ICTs over the coming years which will shape a new scenario for management characterised by technology and data management. However, the efficiency of the STD approach will not depend exclusively only on technology but also on an appropriate governance of the destination that systematically incorporates the three levels of the STD, namely the strategic–relational, instrumental and applied levels.     

Is democracy compatible with global institutions?

The salience and relevance of the currently existing global institutions raise the question of their compatibility with some reasonable notion of democracy. I hold that democracy, as a form of government based on social consent, can be operationalized with different institutional formulas, mostly depending on the territorial scale and the degree of conflict of interests of the issues submitted to collective decision-making. Democratic institutional formulas include the people’s assembly in small cities, party elections of representatives in large states, and expert accountable rulers at the global level. Analogously to how democracy was scaled up from the city level to the state level in early modern times, it needs to be scaled up to the global level by the design and adoption of appropriate institutional formulas.