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991.
After defining the essential elements of Aristotelian citizenship, the article proposes to apply these criteria in its search
for the equivalent of a citizen within the corporate polis. It argues that shareholding managers are the best positioned among
a firm’s constituents or stakeholders in fulfilling the role of corporate citizens. Greater participation by management not
only in the control but also in the ownership of firms brings about benefits for the firm as a whole and for the managers
themselves, as organizational citizenship behavior literature, among others, suggests. 相似文献
992.
This study investigates the effects of internal and external corporate governance and monitoring mechanisms on the choice
of corporate social responsibility (CSR) engagement and the value of firms engaging in CSR activities. The study finds the
CSR choice is positively associated with the internal and external corporate governance and monitoring mechanisms, including
board leadership, board independence, institutional ownership, analyst following, and anti- takeover provisions, after controlling
for various firm characteristics. After correcting for endogeneity and simultaneity issues, the results show that CSR engagement
positively influences firm value measured by industry-adjusted Tobin’s q. We find that the impact of analyst following for
firms that engage in CSR on firm value is strongly positive, while the board leadership, board independence, blockholders’
ownership, and institutional ownership play a relatively weaker role in enhancing firm value. Furthermore, we find that CSR
activities that address internal social enhancement within the firm, such as employees diversity, firm relationship with its
employees, and product quality, enhance the value of firm more than other CSR subcategories for broader external social enhancement
such as community relation and environmental concerns. 相似文献
993.
Forsyth (J Pers Soc Psychol 39(1):175–184, 1980) argued that ethical ideology includes the two orthogonal dimensions of relativism and idealism. Relativists determine morality
by looking at the complexities of the situation rather than relying on universal moral rules, while idealists believe that
positive consequences can always be obtained without harming others. This study examined the role of ethical ideology as a
moderator between justice and constructive and deviant reactions to injustice. Students with work experience (N = 200) completed Bennett and Robinson’s (J Appl Psychol 85(3):349–360, 2000) measure of Workplace Deviance, Gill’s (Reactions to injustice: Development and validation of a measure. Unpublished doctoral
dissertation, University of Western Ontario, 2005) Reactions to Injustice measure, and the Ethics Position Questionnaire (Forsyth, 1980), and provided ratings of justice in their own workplace. Hierarchical regressions revealed a significant main effect of
idealism on deviance and constructive behaviors, and three-way interactions between idealism, relativism, and some types of
justice. These findings suggest that ethical ideology plays a significant role in predicting responses to injustice. 相似文献
994.
Sefa Hayibor Bradley R. Agle Greg J. Sears Jeffrey A. Sonnenfeld Andrew Ward 《Journal of Business Ethics》2011,102(2):237-254
Although charismatic leadership theorists have long argued that leader–follower value congruence plays a central role in the
development of charismatic relationships, few studies have tested this proposition. Using data from two studies involving
a total of 329 CEOs and 1807 members of their top management teams, we tested the hypothesis that value congruence between
leaders and their followers is empirically linked to follower perceptions of the charisma of their leader. Consistent with
a relational perspective on charismatic leadership, strong support was found for the hypothesis that perceived value congruence between leaders (CEOs) and their followers (members of their top management teams) is positively related
to follower perceptions of the degree of charisma possessed by the leader. Conversely, only limited support was found for
the hypothesis that actual value congruence is linked to perceptions of charismatic leadership. Implications of these findings for research and practice
are discussed. 相似文献
995.
996.
Corporate social responsibility (CSR) has emerged as an effective way for firms to create favorable attitudes among consumers.
Although prior research has addressed the direct influence of proactive and reactive CSR on consumer responses, this research
hypothesized that consumers’ perceived organizational motives (i.e., attributions) will mediate this relationship. It was
also hypothesized that the source of information and location of CSR initiative will affect the motives consumers assign to
a firms’ engagement in the initiative. Two experiments were conducted to test these hypotheses. The results of Study 1 indicate
that the nature of a CSR initiative influences consumer attribution effects and that these attributions act as mediators in
helping to explain consumers’ responses to CSR. Study 2 suggests that the source of the CSR message moderates the effect of
CSR on consumer attributions. The mediating influence of the attributions as well as the importance of information source
suggests that proper communication of CSR can be a viable way to inculcate positive corporate associations and purchase intentions. 相似文献
997.
A continuing challenge for researchers and practitioners alike is the lack of data on the effectiveness of corporate–community
investment programmes. The focus of this article is on the minerals industry, where companies currently face the challenge
of matching corporate drivers for strategic partnership with community needs for programmes that contribute to local and regional
sustainability. While many global mining companies advocate a strategic approach to partnerships, there is no evidence currently
available that suggests companies are monitoring these partnerships to see if they do, in fact, represent ‘strategic’ investments.
This article argues that applying the management concept of ‘investment performance’ to corporate–community partnerships requires
questioning traditional evaluation methods that focus on the results of programmes or activities. We adopt a case study approach
to introduce an evaluation framework that considers performance from both corporate and community perspectives and that conceptualises
partnership performance as comprising four aspects: (1) the contribution of the partnership to the overall portfolio of a
company’s community investment programmes, (2) the appropriateness of the partnership model, (3) the effectiveness of the
partnering relationship and (4) the ability of the partners to achieve programme goals. The application of this evaluation
framework to an established corporate–community partnership programme provided some useful insights as to how partnership
performance can be improved. 相似文献
998.
Shallini S. Taneja Pawan Kumar Taneja Rajen K. Gupta 《Journal of Business Ethics》2011,101(3):343-364
Owing to the growing academic and practitioner’s interest in the field of Corporate Social Responsibility, there is a need
to do a comprehensive assessment and synthesis of research activities. This article addresses this need and examines the academic
literature on Corporate Social Responsibility and Performance using a paradigmatic and methodological lens. The objective
of this article is fourfold. First, it examines the status of CSR research from its beginning especially after 1970 to year
2008 in leading academic journals and reports to assess the focus areas of research on CSR so far. Second, it analyzes the
research paradigms adopted in these research articles using the Operations Research Paradigm framework. Third, it compares
and contrasts various kinds of research articles, methodologies, and research designs used in various researches in literature.
Finally, it uncovers the implications of this study and directions for future research. 相似文献
999.
Patricia H. Werhane Laura P. Hartman Dennis Moberg Elaine Englehardt Michael Pritchard Bidhan Parmar 《Journal of Business Ethics》2011,100(1):103-118
There are important synergies for the next generation of ethical leaders based on the alignment of modified or adjusted mental models. This entails a synergistic application of moral imagination through collaborative input and critique, rather than “me too” obedience. In this article, we will analyze the Milgram results using frameworks relating to mental models (Werhane et al., Profitable partnerships for poverty alleviation, 2009), as well as work by Moberg on “ethics blind spots” (Organizational Studies 27(3):413–428, 2006), and by Bazerman and Chugh on “bounded awareness” (Harvard Business Review, 2006; Mind &; Society 6:1–18, 2007) Using these constructs to examine the Milgram experiment, we will argue that the ways in which the experiments are framed, the presence of an authority figure, the appeal to the authority of science, and the situation in which the naïve participant finds herself or himself, all create a bounded awareness, a narrow blind spot that encourages a climate for obedience, brackets out the opportunity to ask the moral question: “Am I hurting another fellow human being?” and may preclude the subject from utilizing moral imagination to opt out of the experiment. We will conclude that these forms of almost blind obedience to authority are correctable, but with difficulty. We will argue that linking the modification of mental models to an unbinding of awareness represents an important synergistic relationship and one that can build effectively on the lessons learned from our experience with moral imagination. 相似文献
1000.
Jeremy Galbreath 《Journal of Business Ethics》2011,104(3):421-432
Most studies on climate change response have examined reductions in greenhouse gas (GHG) emissions. Yet these studies do not
take into account ecosystem services constraints and biophysical disruptions wrought by climate change that may require broader
types of response. By studying a firm in the wine industry and using a research approach not constrained by structured methodologies
or biased toward GHG emissions, the findings suggest that both “inside out” and “outside in” actions are taken in response
to climate change. While attempts are made by the firm to curtail and reverse climate change through management of carbon
emissions, evidence suggests a clear pattern of actions designed to adjust to the adverse consequences of climate change as
well. The results both confirm and extend previous findings and suggest that the level and breadth of response to climate
change is shaped by situated attention, structural controls, and industry type. 相似文献