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  1. Issues management and organizational accounts: An analysis of corporate responses to accusations of unethical business practices. [REVIEW]Dennis E. Garrett, Jeffrey L. Bradford, Renee A. Meyers & Joy Becker - 1989 - Journal of Business Ethics 8 (7):507 - 520.
    When external groups accuse a business organization of unethical practices, managers of the accused organization usually offer a communicative response to attempt to protect their organization's public image. Even though many researchers readily concur that analysis of these communicative responses is important to our understanding of business and society conflict, few investigations have focused on developing a theoretical framework for analyzing these communicative strategies used by managers. In addition, research in this area has suffered from a lack of empirical investigation. (...)
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  • An examination of business students' perception of corporate social responsibilities before and after bankruptcies.Rafik Z. Elias - 2004 - Journal of Business Ethics 52 (3):267-281.
    Significant research has found that corporations have a social responsibility beyond maximizing shareholders' value. This study examines the effect of high-profile corporate bankruptcies on perception of corporate social responsibility. Undergraduate and graduate business students rated the importance of corporate social responsibility on profitability, long-term success and short-term success, before and after high-profile bankruptcies. The results indicated that students in general perceived corporate social responsibility to be more important to profitability and long-term success of the firm and less important to short-term (...)
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  • Executive perceptions of superior and subordinate information control: Practice versus ethics. [REVIEW]Ronald E. Dulek, William H. Motes & Chadwick B. Hilton - 1997 - Journal of Business Ethics 16 (11):1175-1184.
    This study examines executive perceptions of business information control. Specifically, the study explores (a) whether executives perceive certain types of information control being practiced within their businesses; and, (b) whether the executives regard such practices as ethical. In essence, the study suggests that both superiors and subordinates selectively practice information control. Even more importantly, however, executives see such practices as ethically acceptable on the part of superiors but as ethically questionable on the part of subordinates. A closer look at the (...)
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