The convergence of India’s rich cultural and religious heritage with its rapidly transforming economy provides a unique opportunity to understand how senior executives navigate the demands of the business environment within the context of their religious convictions. Forty senior executives with varying religious backgrounds and global responsibilities within Indian multinational corporations participated in this study. Drawing from virtue ethics theory and using systematic content analysis, several themes emerged for ethical virtues. The analysis illustrates how these deeply seated ethical virtues helped (...) to form and refine these executives’ ethical mindsets via guiding principles such as an ethical culture, environment, molding, education, commitment and leadership. In turn, these ethical mindsets influenced the executives’ ethical decision-making processes. We find that these executives’ ethical virtues and mindsets are inspired by their religious backgrounds. In summary, a very complex mental tug-of-war appears to take place as these executives rationalize and negotiate unethical circumstances while being cognizant of personal religious beliefs. We contend that in a pluralistic multi-faith society such as India, it is critical for corporations to align the virtues of its senior executives with those of the corporation so that virtues are applied consistently when dealing with various stakeholders. The findings present several theoretical and practical implications, which are discussed. (shrink)

Increasingly, frontiers between business and philanthropy seem to be blurred. Reward-Based Crowdfunding platforms contribute to this blurring of lines since they propose funders to support both for-profit and philanthropic projects. Our empirical paper explores the case of Ulule, the leading crowdfunding platform in Europe. Our results, based on a statistical analysis of more than 3000 projects, show that crowdfunding platforms foster specific kinds of relationships relying on reciprocal giving, beyond the usual opposition between altruistic and selfish motivations. We use the (...) work of Marcel Mauss to account for this process of reciprocal giving, and we argue that Maussian theory of gift can be used more generally to describe funding activities in the context of early stage entrepreneurship. (shrink)

The relationship between corporate social responsibility (CSR) and leadership has received considerable research attention in recent decades. While there have been several qualitative reviews, quantitative and systematic reviews of CSR–leadership links remain absent. The current paper seeks to address this gap by using a bibliometric method to analyze and visualize the evolution and research trends within the CSR–leadership domain. Drawing from a sample of 1432 peer-reviewed articles, we map the landscape of the CSR–leadership research domain and identify key developments and (...) patterns over the period 1994–2020. In addition to highlighting a range of publication trends including key theoretical influences, the findings also reveal an acceleration in the volume and breadth of CSR–leadership research. Seven subdomains (or clusters) are further identified (i.e., board characteristics, responsible leadership, emerging country context, team efficacy, CEO pay fairness, shareholder wealth, and cross-sector social partnership) and discussed based on the keywords using the log-likelihood ratio clustering algorithm. The analysis is further divided into three stages: namely, the initial stage (1991–2003), the rapid development stage (2004–2011), and the maturation stage (2012–present). These stages are used to present more fine-grained insights into the research patterns over time. We conclude by discussing implications of the bibliometric analysis and presenting several opportunities for future research. (shrink)

Faced with the disenchantment and disengagement expressed by their employees, business leaders are considering ways of incorporating more benevolence into managerial practices. Nevertheless, ‘benevolence’—care and concern for the well-being of others—has not yet been studied in an organizational profit-focused context. In this paper, we seek to investigate the emergence and practice of benevolence with an eye on profit and performance. We begin by investigating the main ethical approaches to benevolence—virtue ethical, utilitarian, and deontological. Then, based on an empirical study, we (...) identify two distinct types of benevolence. On the one hand, formal benevolence is defined and monitored by the organizational processes and actions of leaders; it is understood by all concerned to be bounded by organizational performance. On the other hand, informal benevolence exists at the margin of these processes, in interpersonal and discretionary relationships. We set out to analyze these two types of benevolence and the complementarity between them. We also discuss to what extent they can be managed, teasing out some implications for managers and some potential avenues for further research. (shrink)

Understanding what motivates employees is essential to the success of organizational objectives. Therefore, properly capturing and explaining the full range of such motivations are important. However, the classical and most popular theories describing employee motives have neglected, if not omitted entirely, the importance of the ethical and spiritual dimensions of motivation. This has led to a model of a person as self-interested, amoral, and non-spiritual. In this paper, we attempt to expose this omission and offer a more complete taxonomy of (...) motivations which include these dimensions. Although more work will need to be done to fully develop the ethical and spiritual dimensions of motivation, the expanded taxonomy will provide the foundations and serve as a guide for such further research. Furthermore, this new categorization of motivations brings out the full dimensions of being human, which promises to lead to improved management practices with regard to employees and foster greater human flourishing in the workplace. (shrink)

ABSTRACTDrawing upon the theoretical debate on the concept of common good involving, in particular, Sison and Fontrodona, I aim to show how the common good principle can serve as the basis for a new diversity perspective. Each of the three dominant diversity approaches—equality, diversity management, and inclusion—runs the ethical risk of focusing on community or individual levels, or on particular disciplines—economic, social, or moral. This article demonstrates that the common good principle could mitigate the ethical risks inherent to each of (...) these diversity approaches. There are three positive aspects to a comprehensive common good perspective: 1) it includes considering different community levels, which it connects by subsidiarity, 2) it embraces the moral, social, and economic fields, which it connects by teleological hierarchy, and 3) it avoids the risk of exclusion by generating a sense of solidarity. (shrink)

There is an extensive body of work that has previously examined the teaching of ethics in business schools whereby it is hoped that the values and behaviours of students might be provoked to show positive and enduring change. Rather than dealing with the content issues of particular business ethics courses per se, this article explores the philosophical foundations and the structural conditions for developing ethical training programs in business schools. It is informed by historical analysis, specifically, an examination of Platonic (...) and Aristotelian philosophies that inspires virtue ethics, and together provides four conditions for consideration: respect for law, dialectics, imitation and deliberation. We outline the necessary structural conditions for implementing these requirements as well as suggesting the necessary pedagogical protocol applicable to all courses. It is argued that reference to our two ancient Greek philosophers provide many valuable and insightful lessons for the implementation of ethical training today including choice of theoretical content and the approach towards learning. Further, the enactment of a pedagogical protocol requires a policy of recruiting and managing business school teachers-instructors that takes into account, and consciously encourages, intellectual, relational and spiritual pedagogical qualities. (shrink)

Businesses have long been admonished for being unduly focused on the pursuit of profit. However, there are some organizations whose purpose is not exclusively economic to the extent that they seek to constitute common good. Building on Christian ethics as a starting point, our article shows how the pursuit of the common good of the firm can serve as a guide for humanistic management. It provides two principles that humanistic management can attempt to implement: first, that community good is a (...) condition for the realization of personal good, and second, that community good can only be promoted if it is oriented towards personal good. To better understand which community good can favor personal good and how it can be achieved, we examine two recent humanistic movements—Conscious Capitalism and Economy of Communion—that strive to participate in the common good. From the analysis of these two movements, we identify a shared managerial willingness to adopt the two principles. Moreover, we also reveal that Conscious Capitalism and Economy of Communion present different ways of linking community good and personal good, and therefore, different means exist for firms to participate in the common good. (shrink)

Forgiveness has been a central issue for humankind since ancient times; it emerged in theology, but in recent decades it has received significant attention from different disciplines, such as philosophy and psychology. More recently, forgiveness has received attention also from organizational and managerial studies, particularly, in studying how individuals respond to interpersonal offenses, or perceived harm and wrongdoing in the workplace. Forgiveness is a complex concept, as it can be understood as a family of related constructs and can be analyzed (...) at different levels. Even if social sciences have widely recognized that the nature of forgiveness can be both conditional and unconditional, the notions of conditionality and unconditionality have not yet received sufficient study, especially in organizational and managerial fields. In these fields, forgiveness has been predominantly studied under a psychological approach, looking for the conditions under which it may occur in the workplace. Unconditional forgiveness has received less attention: with a few exceptions, managerial and organizational literature has limited the conceptualization of forgiveness, weakening its scope and probably not catching a relevant part of forgiving experiences in the workplace. This article proposes to follow a more comprehensive approach to forgiveness in the workplace, according to the social sciences field, which can take into account both conditionality and unconditionality. It focuses on unconditional forgiveness according to Continental philosophy, in particular, to the thought of Jacque Derrida and Paul Ricoeur. Through their contributions, the unconditionality of forgiveness is deepened, and the implications of considering both conditional and unconditional forgiveness are discussed. (shrink)