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  1. Is Doing Bad Always Punished? A Moderated Longitudinal Analysis on Corporate Social Irresponsibility and Firm Value.Zhihua Ding & Wenbin Sun - 2021 - Business and Society 60 (7):1811-1848.
    Theoretical evidence suggests that corporate social irresponsibility (CSI) should produce long-lasting negative influences on firm performance. Yet, little empirical evidence exists in the literature to support this time-embedded research frame. This research was conducted by collecting a large set of firm data and by employing a series of vector autoregressive models to map out the longitudinal dynamic relationships between CSI and firm value under high versus low levels of two external factors, environmental dynamism and competition intensity, and one internal factor, (...)
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  • Organizational Configurations for Sustainability and Employee Productivity: A Qualitative Comparative Analysis Approach.Sanja Pekovic & Magali A. Delmas - 2018 - Business and Society 57 (1):216-251.
    We propose a model that identifies the configurations of relations between environmental practices and other management practices that can improve employee performance, measured as labor productivity. To test our model, we use the qualitative comparative analysis methodology, which allows us to demonstrate empirically how different configurations of management practices, including environmental practices, quality management systems, teamwork, and interorganizational relations, contribute to work systems in ways that increase labor productivity. Our results, based on data from 4,975 employees from 1,866 firms, show (...)
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  • Does CSR make better citizens? The influence of employee CSR programs on employee societal citizenship behavior outside of work.Lisa D. Lewin, Danielle E. Warren & Mohammed AlSuwaidi - 2020 - Business and Society Review 125 (3):271-288.
    While corporate social responsibility (CSR) is expected to benefit the firm and attract employees, few have examined the effects of CSR on employees outside of work. Extending the organizational citizenship literature, we conceptualize employee engagement in CSR at work and outside of work as a form of “societal citizenship behavior.” Across two studies of working adults, we examine the relationship between identification with an employer that engages in CSR and different forms of employee societal citizenship behaviors (e.g., donations, volunteering) outside (...)
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  • How Do Internal and External CSR Affect Employees' Organizational Identification? A Perspective from the Group Engagement Model.Imran Hameed, Zahid Riaz, Ghulam A. Arain & Omer Farooq - 2016 - Frontiers in Psychology 7.
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  • U.S. CEOs of SBUs in Luxury Goods Organizations: A Mixed Methods Comparison of Ethical Decision-Making Profiles.Jacqueline C. Wisler - 2018 - Journal of Business Ethics 149 (2):443-518.
    This study involved using a mixed method research design to examine the moral philosophy difference between the ethical decision-making process of CEOs in U.S.-led and non-U.S.-led within the luxury goods industry. The study employed a MANOVA to compare the ethical profiles between the two leader types and a phenomenological qualitative process to locate themes that give indication as to the compatibility of the luxury strategy values and practices with the principles and concepts of responsible leadership and conscious capitalism. As the (...)
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  • ‘Green’ Human Resource Benefits: Do they Matter as Determinants of Environmental Management System Implementation? [REVIEW]Marcus Wagner - 2013 - Journal of Business Ethics 114 (3):443-456.
    This article analyses whether benefits arising for human resource management from environmental management activities drive environmental management system implementation. Focusing on employee satisfaction and recruitment/retention, it tests this for German manufacturing firms in 2001 and 2006 and incorporates a rare longitudinal element into the analysis. It confirms positive associations of the benefit levels for both variables with environmental management system implementation on a large scale. Also it provides evidence that increasing levels of environmental management system implementation result from higher economic (...)
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  • Multilevel Examination of How and When Socially Responsible Human Resource Management Improves the Well-Being of Employees.Zhe Zhang, Juan Wang & Ming Jia - 2021 - Journal of Business Ethics 176 (1):55-71.
    Although empirical evidence has shown that socially responsible human resource management practices positively influence employees’ outcomes, knowledge on the social impact of SRHRM practices on employee well-being has been limited. Drawing upon the social information processing theory and attribution theory, we investigate whether, how, and when SRHRM practices increase the well-being of employees. Using multiphase and multilevel data from 474 employees in 50 companies, we find that SRHRM practices positively predict employee well-being and that the relationship is mediated by employees’ (...)
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  • Sharing Vocabularies: Towards Horizontal Alignment of Values-Driven Business Functions.Mollie Painter, Sareh Pouryousefi, Sally Hibbert & Jo-Anna Russon - 2019 - Journal of Business Ethics 155 (4):965-979.
    This paper highlights the emergence of different ‘vocabularies’ that describe various values-driven business functions within large organizations and argues for improved horizontal alignment between them. We investigate two established functions that have long-standing organizational histories: Ethics and Compliance and Corporate Social Responsibility. By drawing upon research on organizational alignment, we explain both the need for and the potential benefit of greater alignment between these values-driven functions. We then examine the structural and socio-cultural dimensions of organizational systems through which E&C and (...)
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  • The assessment of individual moral goodness.Raymond B. Chiu & Rick D. Hackett - 2016 - Business Ethics: A European Review 26 (1):31-46.
    In a field dominated by research on moral prescription and moral prediction, there is poor understanding of the place of moral perceptions in organizations alongside philosophical ethics and causal models of ethical outcomes. As leadership failures continue to plague organizational health and firms recognize the wide-ranging impact of subjective bias, scholars and practitioners need a renewed frame of reference from which to reconceptualize their current understanding of ethics as perceived in individuals. Based on an assessment and selection perspective from the (...)
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  • Ethical Analyses of HRM: A Review and Research Agenda. [REVIEW]Michelle Greenwood - 2013 - Journal of Business Ethics 114 (2):355-366.
    The very idea of human resource management raises ethical considerations: What does it mean to us as humans for human beings to be managed as resources? Intriguingly, the field of ethics and HRM remains underdeveloped. Current approaches to HRM fail to place ethical considerations as their central warrant. This article, building on Greenwood (J Bus Ethics 36(3):261–279, 2002), argues for a deeper analysis of ethical issues in HRM, indeed for a differentiated ethical perspective of HRM that sets normative deliberations as (...)
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  • Participative Leadership and Organizational Identification in SMEs in the MENA Region: Testing the Roles of CSR Perceptions and Pride in Membership.Sophie Lythreatis, Ahmed Mohammed Sayed Mostafa & Xiaojun Wang - 2019 - Journal of Business Ethics 156 (3):635-650.
    The aim of this research is to explore the process linking participative leadership to organizational identification. The study examines the relationship between participative leadership and internal CSR perceptions of employees and also investigates the role that pride in membership plays in the affiliation of CSR perceptions with organizational identification. By studying these relationships, the paper aspires to contemplate new presumed mediators in the association of participative leadership with organizational identification as well as determine a possible novel antecedent of employee CSR (...)
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  • Sustainable Human Resource Management with Salience of Stakeholders: A Top Management Perspective.Maria Järlström, Essi Saru & Sinikka Vanhala - 2018 - Journal of Business Ethics 152 (3):703-724.
    The present paper analyses how top managers construct the meaning of sustainable human resource management and its responsibility areas and how they identify and prioritize stakeholders in sustainable HRM. The empirical data were collected as part of the Finnish HR Barometer inquiry. A qualitative analysis reveals four dimensions of sustainable HRM: Justice and equality, transparent HR practices, profitability, and employee well-being. It also reveals four broader responsibility areas: Legal and ethical, managerial, social, and economic. Contrary to the prior green HRM (...)
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  • Building the Theoretical Puzzle of Employees’ Reactions to Corporate Social Responsibility: An Integrative Conceptual Framework and Research Agenda.Kenneth De Roeck & François Maon - 2018 - Journal of Business Ethics 149 (3):609-625.
    Research on employees’ responses to corporate social responsibility has recently accelerated and begun appearing in top-tier academic journals. However, existing findings are still largely fragmented, and this stream of research lacks theoretical consolidation. This article integrates the diffuse and multi-disciplinary literature on CSR micro-level influences in a theoretically driven conceptual framework that contributes to explain and predict when, why, and how employees might react to CSR activity in a way that influences organizations’ economic and social performance. Drawing on social identity (...)
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  • Responsible Leadership: A Mapping of Extant Research and Future Directions.Christof Miska & Mark E. Mendenhall - 2018 - Journal of Business Ethics 148 (1):117-134.
    Recently, the increasing interest in responsible leadership (RL) has produced a research field rich in theoretical and conceptual potential, with diverse research foci, theoretical foundations, and methodological approaches. While these developments have demarcated the field from other leadership-oriented disciplines, they have equally courted fragmentation and ambiguity in terms of the field’s positioning within the greater body of leadership studies. To map the theoretical, methodological, and empirical state of the art of the RL field, we outline recent developments and delineate important (...)
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  • Work–Family Practices and Complexity of Their Usage: A Discourse Analysis Towards Socially Responsible Human Resource Management.Suvi Heikkinen, Anna-Maija Lämsä & Charlotta Niemistö - 2020 - Journal of Business Ethics 171 (4):815-831.
    The question of work–family practices commonly arises in both theory and daily practice as a matter of responsibility in today’s organisations. More information is needed about them for socially responsible human resource management. In this article our interest is in how work–family practices, serve as an important element of SR-HRM, constructed as helpful for employees’ work–family integration, are realised in organisational life. We investigate the discursive ways in which members of two different organisations working at different organisational levels construct the (...)
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  • Corporate Social Responsibility and Employee Outcomes: A Moderated Mediation Model of Organizational Identification and Moral Identity.Wei Wang, Ying Fu, Huiqing Qiu, James H. Moore & Zhongming Wang - 2017 - Frontiers in Psychology 8.
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  • The Professional Logic of Sustainability Managers: Finding Underlying Dynamics.Katarina Arbin, Sven Helin, Magnus Frostenson & Tommy Borglund - 2021 - Journal of Business Ethics 182 (1):59-76.
    The role of the Sustainability Manager (SM) is expanding. Whether SMs are turning into a new profession is under debate. Pointing to the need for a distinct professional logic to qualify as a profession, we identify what is contained within a professional logic of SMs. Through analyzing ambiguities present in the role of the SMs, we show that there is no specific distinct professional logic of SMs, but rather a meta-construct building on market, bureaucratic, and sustainability logics. In addition, we (...)
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  • The Roles of HRM in CSR: Strategic Partnership or Operational Support?Harsha Sarvaiya, Gabriel Eweje & Jim Arrowsmith - 2018 - Journal of Business Ethics 153 (3):825-837.
    As the implementation of corporate social responsibility strategy requires promoting employee participation and initiating meaningful changes in organisational culture, the involvement of the human resource management function in policy formulation and implementation is highly desirable. The relationship between the HRM and CSR functions is, however, under-investigated than other areas. Hence, there is a lack of clarity concerning HRM roles and the conditions under which they may be strategic or operational in nature. By drawing on data from interviews with 29 CSR (...)
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  • A case study of ethical issue at Gucci in Shenzhen, China.Li Wang & Robin Stanley Snell - 2013 - Asian Journal of Business Ethics 2 (2):173-183.
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  • The Impact of Human Resource Management Practices and Corporate Sustainability on Organizational Ethical Climates: An Employee Perspective. [REVIEW]M. Guerci, Giovanni Radaelli, Elena Siletti, Stefano Cirella & A. B. Rami Shani - 2015 - Journal of Business Ethics 126 (2):1-18.
    The increasing challenges faced by organizations have led to numerous studies examining human resource management (HRM) practices, organizational ethical climates and sustainability. Despite this, little has been done to explore the possible relationships between these three topics. This study, based on a probabilistic sample of 6,000 employees from six European countries, analyses how HRM practices with the aim of developing organizational ethics influence the benevolent, principled and egoistic ethical climates that exist within organizations, while also investigating the possible moderating role (...)
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  • Exploring the Curvature of the Relationship Between HRM–CSR and Corporate Financial Performance.Olivier Meier, Philippe Naccache & Guillaume Schier - 2019 - Journal of Business Ethics 170 (4):857-873.
    This article contributes to the general literature on the relationship between corporate social performance and corporate financial performance, as well as to the emerging HRM–CSR literature, by exploring the curvature of the relationship between HRM–CSP and CFP. We advance conceptual arguments in favor of an inverted U-shaped relationship. Our results demonstrate a significant quadratic relationship between HRM–CSP and CFP. We provide evidence that this relationship is not linear or S-shaped but rather inverted U-shaped.
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  • Safety Reloaded: Lean Operations and High Involvement Work Practices for Sustainable Workplaces.Arnaldo Camuffo, Federica De Stefano & Chiara Paolino - 2017 - Journal of Business Ethics 143 (2):245-259.
    Starting from the recent quest to investigate the human side of organizational sustainability, this study applies a variety of regression analyses to investigate the effects of Lean Operations, High Involvement Work Practices, and management behaviors on occupational safety. It tests and finds support for the hypotheses that Lean Production systems, High Involvement Work Practices, and two specific management behaviors—workers’ capability development and empowerment —positively affect occupational safety. Furthermore, empowering behaviors positively moderate the effect of Lean Operations on workers’ safety. The (...)
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  • How and When Does Corporate Giving Lead to Getting? An Investigation of the Relationship Between Corporate Philanthropy and Relative Competitive Performance from a Micro-process Perspective.Wenwen Zhao & Zhe Zhang - 2020 - Journal of Business Ethics 166 (2):425-440.
    The corporate ethics literature has considerably focused on whether giving results in getting. However, the relationship between corporate philanthropy and performance and the underlying mechanisms remain unclear. Drawing on signaling and cue consistency theories, we develop and test a model that specifies whether, how, and when corporate philanthropy benefits relative competitive performance from a micro-process perspective. Using a Chinese sample of 1623 employees, 145 CEOs, and 145 human resources managers, we found that corporate philanthropy could positively influence relative competitive performance (...)
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  • Does Integrity Matter in BOP Ventures? The Role of Responsible Leadership in Inclusive Supply Chains.María Helena Jaén, Ezequiel Reficco & Gabriel Berger - 2020 - Journal of Business Ethics 173 (3):467-488.
    Does responsible leadership matter when assembling an inclusive supply chain at the Base-of-the-Pyramid? Current literature implicitly assumes that it does not. BOP scholars initially focused on the importance of shaping innovative and disruptive offerings, with radically improved price–performance ratios. Subsequent studies tended to focus on barriers to implementation of large-scale ventures at the BOP. Their common characteristic was the fact that the attributes and roles of the individuals involved were deemed unimportant. If the opportunity was there, provided barriers were removed (...)
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