This paper examines the issue of ethics policy in organizations. While the actions of top management may be the single most important factor in fostering corporate behaviour of a high ethical standard, there should be policy where policy is needed. The perceptions of three managerial groups — top- marketing- and purchasing managers — are compared regarding firstly, whether they see a need for policy on a range of ethically contentious issues, and secondly whether they believe there is policy covering these (...) issues in their own organizations. No significant differences between the three groups of managers were found, either with regard to their perceptions of needs for policy, or as far as the existence thereof is concerned. However, an overall comparison of need for policy and the existence of policy showed a significant difference on the scenarios presented to respondents. Furthermore, the study identifies grey areas of ethics in business where managers believe policy is needed, but is not perceived to exist. The use of an ethics policy matrix in organizations is suggested as a practcial tool for the examination of ethically contentious issues. (shrink)

An organizational culture can be defined as "Organizational Humanizing Culture" if it presents the following features: (1) recognition of the person in his or her dignity, rights, uniqueness, sociability and capacity for personal growth, (2) respect for persons and their human rights, (3) care and service for persons around one, and (4) management towards the common good versus particular interests. Current findings and generalized experience suggest that an organizational culture with these features tends to bring about trust and associability, which (...) are basic elements for social capital (a sort of asset embedded in the relationships of individuals, communities, networks or societies). (shrink)

When this study was initiated in 2008, the concept of family social capital was new to the family business discipline. This paper summarizes in-depth qualitative research grounded in owning family experience to understand the nature and source of owning family social capital. _Exploratory research_ began with roundtable discussions among family business owners, advisors, and researchers to understand how owning families sustain positive relationships characteristic of family social capital. These discussions revealed that some family business owners rely on their family faith (...) to sustain and establish ethical norms. A follow-up review in the family studies literature revealed that many families rely on family faith practices and faith-based narratives to reinforce ethical norms that strengthen family relationships. Based on these findings, researchers developed hypotheses to guide additional research. Four owning families affiliated with different Christian denominations participated in _in-depth qualitative research_ that supports hypotheses. Interviews and archival data revealed very similar faith-based practices, beliefs, and values across the four owning families. And additional qualitative evidence indicated positive connections between values-based family social capital and family owner succession, business performance, and community support. Theoretical relationships derived from qualitative data are summarized in a Faith-Based Values Theory of Family Business. (shrink)

Given present criticisms of contemporary education and leadership practices, this article investigates the ways in which the basic concepts of state freedom and bureaucracy stifle ethics and social justice in educational leadership practices through the philosophical framework of Emmanuel Levinas. By investigating Levinas’ ‘an-archy’, the definition of ethics and justice in school leadership can be reframed towards responsibility to otherness rather than individual freedom. The anarchical ethic of pure responsibility to the Other suggests that educational leaders should prioritize specific acts (...) of responsibility over general actions based on the assumptions of traditional state education. Aspects of transactional, transformational, and social justice leadership are critiqued from this perspective. (shrink)

How can one in practice go about introducing ethical values systematically into a business organisation? The process described here was presented to the annual meeting of European Business Ethics Centres, held in Prague in 1993. Dr Di Toro is Research Fellow in Business Administration, Environmental and Social Sciences Department, School of Economics, University of Siena, Piazza S. Francesco 17, 53100 Siena, Italy.

The culture of ‘culture’ in National Health Service policy implementationThe widespread reference to ‘culture’ in UK NHS policy and organisational literature suggests that culture has, in itself, become a cultural phenomenon. This article draws on anthropological thought to explore this trend, and finds it stems from the way that the term ‘culture’ has become analytically empty. Lack of rigour in the way that culture is conceptualised allows it to be used both to suggest an evolved consensus among the workforce, and (...) to validate the imposition of values and beliefs by management. Such manipulation of ‘culture’ is evident in recent NHS policy demanding cultural change to ensure a flexible, empowered and self‐regulating workforce — the type of workforce not only valued by health services, but pivotal to a post‐Fordist economy. The findings from an ethnographic study are drawn upon to consider the relationship between nurses’ cultural practices, corporate culture shaped by NHS policy, and the requirements of the economic domain. It is suggested that a commitment to post‐Fordist priorities of flexibility, empowerment and self‐regulation is not necessarily matched by any shift in the traditional location of power. The article concludes that greater analytical rigour is necessary to challenge the way in which ‘culture’ is manipulated by policy makers. (shrink)

Abstract:Western business philosophy is rooted in the concepts of free enterprise, free markets, free choice. Yet freedom has its limits. Nature itself imposes constraints. In the state of nature each business must try to accomplish everything autonomously and ward off the attacks of rivals. These activities cost the business a great deal of freedom. The social contract emerges from such anarchy to increase the freedom available to all members of society. It does so by setting limits on individual freedom which (...) actually increase the overall amount of freedom available within the system. The Social Equation presents a relational model of this contract to show how overall freedom is increased in a state of society. In so doing, the obligations which society places on businesses to produce beneficial goods and services is developed. Next, the complex relationship between socially enforced constraints and social moral constraints is examined, showing that social moral constraints increase freedom more than do enforced constraints. This work concludes with proposed uses of the Social Equation as a heuristic for business ethics. (shrink)

Abstract:This article argues that the important organizational values to study are organizational moral values. It identifies five moral values (honest communication, respect for property, respect for life, respect for religion, and justice), which allow parallel constructs at individual and organizational levels of analysis. It also identifies dimensions used in differentiating organizations’ moral values. These are the act, actor, person affected, intention, and expected result. Finally, the article addresses measurement issues associated with organizational moral values, proposing that content analysis is the (...) appropriate measurement technique to be used for an organization-level conception of moral values. (shrink)

This article argues that the introduction of value based management in a decentralized, hierarchical, and rule-based organization will add to existing informal and formal systems instead of replacing them. Consequently, employees' perception of and willingness to embrace and operationalize centrally imposed values were assumed to be dependent upon existing emotional, social, and formal processes and structures. Hierarchical regression analysis on data from a maritime company (N = 408) gathered in Norway in 2004 – which claims to be a learning and (...) value based company – showed that affective commitment and group coherence correlated positively with perception of values among employees. Formalization was positively but insignificantly correlated, whereas loyalty toward immediate superiors was significantly negatively correlated with perception of values. (shrink)

In this paper, we draw upon the emerging view of strategic cognition and issue salience and show that CSR giving has evolved into more than an altruistic response to being asked for support, to one which is embedded in the strategic frames of management and which supports organizational identity. The managerial action as a result of such strategic cognition suggests that modern organizations are seeking to develop CSR giving processes that provide them with a competitive advantage. We draw on the (...) resource-based view of organizations and the VRIO framework to provide the theoretical foundations for our argument that CSR implementation in the form of corporate giving to charities can be developed as a dynamic capability. This can provide a competitive advantage by allowing organizations to manage key stakeholder relationships more effectively with benefits which could lead to increased organizational productivity and the ability to execute strategy more effectively. We interview CSR implementation managers from large organizations in Australia and find that the CSR giving process in many firms is evolving into a more sophisticated and strategically motivated process with expectations of a return. Central to this evolution is the appointment of a CSR implementation manager who acts as a boundary spanner between the organization and its key stakeholders. We posit that this corporate investment in their role and supporting structures can lead to the better management of stakeholders by organizations through the dynamic capability of the CSR giving process. We develop a table of best practise to help guide managers entering this sphere. (shrink)

This article explores the influence that an organisation's corporate values have on employees' behaviour and values both within and outside the work environment. In particular, it focuses on the impact of these values on the personal buying behaviour of employees. The empirical research was undertaken within a case study organisation that produces wine in Spain and involved interviews with senior management, an analysis of company documentation, as well as group discussions with employees supported by an employee survey. The article argues (...) that an organisation's corporate values influence not only its employees' behaviour within the work environment, but also impacts on their global values system outside of the work environment. In particular, this was evident within the employees' buying behaviour practices in relation to supplier loyalty and environmental concern. This has implications for business ethics as an organisation's value system may go beyond the purely business context. Organisations need to be aware of their impact on employees' behaviour outside of the work environment; this is particularly the case for multinational companies working across many cultures. (shrink)

(2001). Discovering Elements of Complex Adaptive Systems: A Case Study of University Hospital's Re‐engineering Efforts. World Futures: Vol. 57, Future Trends in Communications Strategies, pp. 615-643.

There has recently been a reappraisal of value in UK construction and calls from a wide range of influential individuals, professional institutions and government bodies for the industry to exceed stakeholders’ expectations and develop integrated teams that can deliver world class products and services. As such value is certainly topical, but the importance of values as a separate but related concept is less well understood. Most construction firms have well-defined and well-articulated values, expressed in annual reports and on websites; however, (...) the lack of rigorous and structured approaches published within construction management research and the practical, unsupported advice on construction institution websites may indicate a shortfall in the approaches used. This article reviews and compares the content and␣structure of some of the most widely used values approaches, and discusses their application within the construction sector. One of the most advanced and empirically tested theories of human values is appraised, and subsequently adopted as a suitable approach to eliciting and defining shared organisational values. Three studies within six construction organisations demonstrate the potential application of this individually grounded approach to reveal and align the relative values priorities of individuals and organisations to understand the strength of their similarity and difference. The results of these case studies show that this new universal values structure can be used along with more qualitative elicitation techniques to understand organisational cultures. (shrink)

How and why could some stories be construed as sacred in organizations, and what functions does the sacred have in organizational values work? Research has shown how values can be made formative of a range of organizational purposes and forms but has underscored their performative, situated, and agentic nature. We address that void by studying the sacred as a potentially salient yet under-researched realm of values work. Drawing on an ethnographic case study of a faith-based health care organization and the (...) ethical philosophy of Paul Ricoeur, we describe how the sacred is figured in two sets of tales that were lived and told with surprising intensity and consistency: the parable of the Good Samaritan and the tale of the legacy bestowed by the organization’s founder. We theorize how this figuring of the sacred in story and in action recasts values work from a centralized and unitary process to a two-way learning dialectic between the ongoing creative imitation of action and narrative. Values in the shape of stories of the sacred do not achieve their meaning as unchangeable cores or sanctioned beliefs. Rather, they come to life in a process of ongoing moral inquiry that co-evolves with moral agencies. In the latter regard, the sacred primarily becomes manifest in everyday work in the form of questioning and creative acts of care. People become moral agents when they feel and respond to the sacred in the call of the other. (shrink)

The objective of this paper is to discuss some of the foundational issues centering around the question of integrating education in human values with professional engineering education: its necessity and justification. The paper looks at the efforts in ‘tuning’ the technical education system in India to the national goals in the various phases of curriculum development. The contribution of the engineering profession in national development and India’s self-sufficiency is crucially linked with the institutionalization of expertise and the role of morality (...) and responsibility. This linkage can be created through a proper understanding of the social role of the profession—what motivates the professionals and what makes professional life meaningful. Value education facilitates the process of moral maturity and the development of a ‘holistic’ mindset. This paper deals with the need to create such a mindset, the human values associated with it and gives examples of efforts to impart such education through ‘action-oriented’ programmes introduced in some institutes of engineering in India. (shrink)

User participation is a critical ingredient for relevant technology development, whether in agriculture or industry. This has long been recognized in private sector R&D firms. In most public sector agricultural research organizations in developing countries, however, systematic involvement of farmers, especially poor farmers, in research has been weak. These farmers are rarely powerful or well organized enough to bring pressure to bear on government agencies to respond to their needs and priorities. Farmer-responsive research methods, such as on-farm research, farming systems (...) research, and farmer participatory research, have been introduced into research organizations to compensate for the lack of mechanisms for bringing farmers' views into the formulation of research priorities and agendas. The impact of these approaches in achieving this objective, however, has been less than hoped for.Insufficient attention to the political and institutional dimensions of developing client-responsive research is a major reason for this lack of impact. To bring about permanent change, farmer-responsive research methods need to be reinforced by changes in the balance of power between research and its clients and in the constellation of decisionmakers responsible for formulating research agendas. Participatory planning methods applied at the level of research programs provide new opportunities for involving farmers in decision-making about program priorities and for systematically incorporating information about client's needs. Recent experiments with strengthening farmers' associations and linking them with research organizations suggest new opportunities for increasing farmers' ability to express demand, act as an external pressure group, and serve as viable partners with research organizations. (shrink)

This article explores the normative assumptions about the self that are implicitly and explicitly embedded in critiques of organisational control. Two problematic aspects of control are examined – the capacity of some organisations to produce unquestioning commitment, and the elicitation of ‹false’ selves. Drawing on the work of Rom Harré, and some examples of organisational-self processes gone awry, I investigate the dynamics involved and how they violate the normative expectations that we hold regarding the self, particularly its moral autonomy and (...) authenticity. The article concludes by arguing that, despite post-structuralist challenges, some notion of a ‹core’ or ‹real’ self still holds salience for employees negotiating their identities within regimes of control. The assumptions and expectations surrounding this aspect of self are also a pivotal element in the western intellectual tradition that promotes and enables critique. (shrink)

The contention of this paper is that the marketing concept is but one aspect of a philosophy of business referred to by the authors as the framework for organizational success. This framework maintains that the marketing concept must work together with good management approaches and with ethical business practices in order to satisfy the needs and wants of the various publics of the organization — customers, employees, suppliers, society — and, in the long run, ensure the satisfaction of the needs (...) of the organization itself. The authors propose that focusing on one concept, and ignoring the other two aspects, is not likely to promote organizational success. (shrink)

How can one in practice go about introducing ethical values systematically into a business organisation? The process described here was presented to the annual meeting of European Business Ethics Centres, held in Prague in 1993. Dr Di Toro is Research Fellow in Business Administration, Environmental and Social Sciences Department, School of Economics, University of Siena, Piazza S. Francesco 17, 53100 Siena, Italy.

Textbooks and manuals on management suggest that managers are heroes who deal with difficult problems of collective adaptation and change. American films are similarly built on the premise of a hero confronted with extremely difficult situations. What if this hero figure promoted for so long in both management literature and the American film industry was the same at the structural level? This paper will attempt to clearly define the ethical performance of heroes that is perhaps shared by the imagination industry (...) and the workplace on the long run. We shall follow this picture of a hero-leader in the ethics of business and cinema through a large corpus of movies and writings on management and provide a set of six features for examining both, a common heroic structure we shall call the Hero-Leader Matrix. (shrink)

Having taught management ethics for several years, I have been repeatedly frustrated by the practical mismatch between management problems and moral philosophy…. Unless we can connect ethical theory more closely with management practice, we may be dressing our business curriculum windows with philosophical finery but failing to meet the urgent need for clarity of thought in management ethics.

This article examines the extent to which diversity characteristics and stakeholder role influence individuals’ corporate social orientation (CSO). Our findings indicate that one’s relationship to the organization as well as diversity, gender, and race influence one’s CSO. Specifically, we found that employees’ greatest concern was economic whereas customers had a stronger ethical orientation. The results also suggest that women as well as Black employees and customers place more emphasis on whether an organization is fulfilling its discretionary responsibilities than do males (...) and Whites. A model using the concept of value congruence is presented to guide future research. (shrink)

When our society holds widely shared norms and values, we can agree on what constitutes unethical business practices. To the extent our social consensus is unraveling, agreement becomes increasingly problematic. Unfortunately, mainstream Western moral philosophy offers no guidance in this situation. We must therefore begin to focus on the types of social relationships that must exist for there to be agreement on what is right, good and just. This line of argument is, at best, merely suggested in discussions and articles (...) on business ethics. (shrink)

This article analyses the core values of the biggest and oldest university in Estonia, University of Tartu, as 237 undergraduate students perceive them. The reporting of values is combined with critical incident technique, based on which the values in–action are obtained. It appeared that UT is best characterized by values such as ‘traditions and continuity’, ‘academic atmosphere’ and ‘quality of education’. It was also found that male students are more critical about specifically one value–set: ‘innovation and development’ and that students, (...) who fund the studies themselves, are more supportive about ‘quality of education’ and ‘concern for student’ values. Contrary to expectations, study time had no influence on the student perception of values. Implications of the results for the university are discussed, in order to better cope with the tightening competition in the educational market. (shrink)

The background of the article is Marxism's lack of a notion of management. The article suggests that anyone rethinking capitalism should pause for a moment to check on the evidence for such a notion. It seems necessary because today's theory of capitalism can no longer be content with a structural theory of the conflict between capital and labour, but must integrate a poststructural, or operational, theory of how capitalism is sustained on a day-to-day basis by organized projects in networks. The (...) article develops a notion of `management by strata', which is matched to the traditional role of hierarchies, and a notion of `management by ties', which is tuned to the newly discovered role of hierarchies in networks. The method used in the article is a theoretical study based on the sociological theories of social systems and networks. (shrink)