In research on organizational environmentalism, there has been a repeated call for ways to go beyond the business case for sustainability frame. While the business case frame assumes that developing eco-friendly solutions can benefit firms financially, this article highlights the importance of challenging established understandings of sustainability. To this end, I introduce Deleuze’s distinction between morality and ethics. Morality involves passing judgements on the basis of values. Ethics provides an immanent evaluation of the principles by which specific solutions are considered (...) sustainable. Analysing interviews with architects, building engineers and business developers, the article shows how these actors reflect on the values that form the basis of their practice, but also try to imagine new ways of working with sustainability. In conclusion, the article suggests that an immanent ethics of organizational environmentalism can allow for the values that inform environmental efforts in organizations to be evaluated as well as alternative visions of sustainability to be created. (shrink)

Entrepreneurship is increasingly considered to be integral to development; however, social and cultural norms impact on the extent to which women in developing countries engage with, and accrue the benefits of, entrepreneurial activity. Using data collected from 49 members of a rural social enterprise in North India, we examine the relationships between social entrepreneurship, empowerment and social change. Innovative business processes that facilitated women’s economic activity and at the same time complied with local social and cultural norms that constrain their (...) agency contributed to changing the social order itself. We frame emancipatory social entrepreneurship as processes that empower women and contribute to changing the social order in which women are embedded. (shrink)

This study examines the implications of practical reason for entrepreneurial activities. Our study is based on Thomas Aquinas’ interpretation of such virtue, with a particular focus on the partition of practical reason in potential parts such as synesis, or common sense, and gnome, or perspicacity. Since entrepreneurial acts and actions deal with extremely uncertain situations, we argue that only this perspicacity, as the ability of correctly judging in exceptional cases, has the power to find wisdom under such blurred conditions. Perspicacity (...) frees entrepreneurs from their cognitive schemata rendering them able to be truly entrepreneurial. Based on this vision and thanks to a semantic analysis of the meaning of the Greek word gnome, we construct an interpretative model for entrepreneurial judgment composed of three dimensions, specifically, knowledge-cognitive, external-affective and personal-reflective. The model highlights how a ‘successful’ entrepreneurial judgment is also such from a holistic point of view. (shrink)

Gender greatly impacts access to opportunities, potential, and success in corporate leadership roles. We begin with a general presentation of why such discussion is necessary for basic considerations of justice and fairness in gender equality and how the issues we raise must impact any ethical perspective on gender in the corporate workplace. We continue with a breakdown of the central categories affecting the success of women in corporate leadership roles. The first of these includes gender-influenced behavioral factors, such as the (...) requirements and expectations of gendered verbal and nonverbal communication styles as well as appearance. We move on to address the impact of family on corporate leadership opportunities and success, discussing the asymmetrical evaluation of an individual’s potential, authority, and competence based on gender stereotypes of familial obligations and expectations. Finally, we address how gender impacts access to networking and sponsorship opportunities and the long-term effects of systematic limitations on women’s inclusion in the upper echelons of corporate leadership. We conclude with a summary of the questions and issues raised by our discussion and direct individuals to consider how different ethical systems and moral requirements might influence their interpretations of gender and leadership in the corporate workplace. (shrink)

Interviews were conducted with 15 entrepreneurial feminists to explore how feminist values are enacted in opportunity recognition and organizational structures within the venture-creation process. Results suggest that opportunity recognition aligned with the needs and values of the entrepreneurial feminists. Opportunity construction was defined as ‘I am the market’, ‘building community with women like me’, ‘enabling others’, ‘do more with my life’, and ‘opportunity knocked’. Organizational structures and governance reflected cooperative, collaborative and ethical principles. Implications to feminist theory are discussed.

L’entreprenariat social nous engage dans deux formes de responsabilité, l’une obligataire, qui ressortit au registre juridique et moral, l’autre mondaine ou cosmologique, qui ressortit au registre de l’action et de la création. La pratique entrepreneuriale en tant que telle honore prioritairement la responsabilité cosmologique, tandis que la dimension sociale de cette pratique réfère, quant à elle, au caractère obligataire. Dans cet article, nous proposons de revenir sur la généalogie de ces deux acceptions fondamentales de la responsabilité, qui ont trouvé dans (...) le kantisme à la fois leur lieu de formulation philosophique et leur point de bifurcation, mais aussi de dégager la portée et les limites de leur dialectisation dans l’activité sociale-entrepreneuriale aujourd’hui. Nous montrons que la première convoque en son sein plusieurs traditions de philosophie morale impliquant différentes extensions du concept, ce qui oblige à nous interroger sur sa propre opérabilité. La seconde, que nous aurons à cœur d’illustrer en rapportant certains discours d’entrepreneurs, a été davantage honorée à l’époque contemporaine par les approches phénoménologiques et de philosophie de l’action de tendance analytique. Nous terminons en envisageant la possibilité pour l’entrepreneur social de s’extraire de cet atermoiement entre deux formes de responsabilité dans le contexte actuel, naguère anticipé par Hans Jonas et dont témoignent aujourd’hui le succès des thèmes de l’écologie politique et du développement durable, opérant ainsi un renversement du rapport de l’action humaine à la peur de l’avenir – peur à laquelle s’est substituée au fil du temps la projection raisonnée d’un futur malheureux, toutes choses égales ailleurs. Classification JEL : M13, M14. (shrink)

This paper investigates how social enterprises navigate through the ethical complexity of social change and extends the ethical quandaries faced by social enterprises beyond organisational boundaries. Building on the emerging literature on the ethics of SEs, I conceptualise ethics as an engagement with power relations. I develop theoretical arguments to understand the interaction between ethical predispositions of a SE and the normative structure of the social system in which it operates. I applied this conceptualisation in a hierarchical and heterogeneous rural (...) Indian context to provide insights into the moral ambiguity of ethical decision-making and suggest pathways for ethical actions. Taking a qualitative case study approach, I followed an exemplary SE’s implementation process in India. I observed ethical challenges in designing the implementation process, selecting the beneficiaries and sustaining the programme. I also identified three actions of the SE—the action of recognition, the action of reposition and the action of collaboration—and developed a transformative process model. I discuss the theoretical implications of this research for SEs and recommend a critical engagement with ethical theories to address systemic problems. (shrink)

Instrumental stakeholder theory seeks to explain how managing stakeholders effectively can yield competitive advantage for incumbent firms. We extend instrumental stakeholder theory to explain and predict future competition operationalized as new entrepreneurial entries. Our study is among the first to empirically examine the relationships between aggregate stakeholder management performance and the entrepreneurial entries of individuals. Using a combined U.S. dataset from 2003 to 2013 from the Kinder, Lydenberg and Domini Index, Compustat, and Kauffman’s Entrepreneurship Survey, we find support for three (...) hypotheses. First, higher levels of stakeholder management performance are related to lower rates of entrepreneurial entry. Second, a curvilinear relationship exists between stakeholder management performance and entrepreneurial entry, where both low and very high stakeholder management performance increase entrepreneurial entry. Third, the greater the variance in stakeholder management performance across stakeholders, the more entrepreneurial entry. Our findings suggest that managing for stakeholders can help to avoid future competition. We add an entrepreneurship lens to the business ethics of stakeholder theory showing how incumbent stakeholder management performance shapes opportunities for entrepreneurs, a largely neglected stakeholder group. (shrink)

L’entreprenariat social nous engage dans deux formes de responsabilité, l’une obligataire, qui ressortit au registre juridique et moral, l’autre mondaine ou cosmologique, qui ressortit au registre de l’action et de la création. La pratique entrepreneuriale en tant que telle honore prioritairement la responsabilité cosmologique, tandis que la dimension sociale de cette pratique réfère, quant à elle, au caractère obligataire. Dans cet article, nous proposons de revenir sur la généalogie de ces deux acceptions fondamentales de la responsabilité, qui ont trouvé dans (...) le kantisme à la fois leur lieu de formulation philosophique et leur point de bifurcation, mais aussi de dégager la portée et les limites de leur dialectisation dans l’activité sociale-entrepreneuriale aujourd’hui. Nous montrons que la première convoque en son sein plusieurs traditions de philosophie morale impliquant différentes extensions du concept, ce qui oblige à nous interroger sur sa propre opérabilité. La seconde, que nous aurons à cœur d’illustrer en rapportant certains discours d’entrepreneurs, a été davantage honorée à l’époque contemporaine par les approches phénoménologiques et de philosophie de l’action de tendance analytique. Nous terminons en envisageant la possibilité pour l’entrepreneur social de s’extraire de cet atermoiement entre deux formes de responsabilité dans le contexte actuel, naguère anticipé par Hans Jonas et dont témoignent aujourd’hui le succès des thèmes de l’écologie politique et du développement durable, opérant ainsi un renversement du rapport de l’action humaine à la peur de l’avenir – peur à laquelle s’est substituée au fil du temps la projection raisonnée d’un futur malheureux, toutes choses égales ailleurs. Classification JEL : M13, M14. (shrink)

This study explores the pathways from the aspiration to make a difference in the world to vision and action of social entrepreneurs. Based on the qualitative analysis of interviews with 23 individuals who have pioneered institutions and initiatives around corporate responsibility, we find two predominant pathways to vision. The deliberate path starts with aspiration and moves through purpose toward a relatively intentional vision that ultimately leads to, and is subsequently informed by, action. The emergent path also begins with aspiration then (...) moves directly to action and only retrospectively to a sense of a vision behind the actions taken. The emergent path, in which action precedes vision, is contrary to the dominant assumption that vision leads to action in an entrepreneurial context and may be further characterized as either inadvertent or developmental. In advancing a conceptual model of the vision–action or action–vision trajectories of social entrepreneurs, this study highlights the iterative nature of vision. This study also demonstrates the importance of considering formative experiences that contribute to the aspiration to make some kind of a difference in the world, a sense of purpose or intentions, and core values and beliefs in examining the ethicality of social entrepreneurship. (shrink)