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  1. Labor-Friendly Corporate Practices: Is What is Good for Employees Good for Shareholders? [REVIEW]Olubunmi Faleye & Emery A. Trahan - 2011 - Journal of Business Ethics 101 (1):1 - 27.
    As corporate managers interact with nonshareholder stakeholders, potential tradeoffs emerge and questions arise as to how these interactions impact shareholder value. We argue that this shareholder—stakeholder debate is an important issue within the overall corporate governance and corporate policy domain and examine one such stakeholder group - employees - by studying labor-friendly corporate practices. We find that announcements of labor-friendly policies are associated with positive abnormal stock returns. Labor-friendly firms also outperform otherwise similar firms, both in terms of long-run stock (...)
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  • Configuration of External Influences: The Combined Effects of Institutions and Stakeholders on Corporate Social Responsibility Strategies. [REVIEW]Min-Dong Paul Lee - 2011 - Journal of Business Ethics 102 (2):281-298.
    This article introduces a theoretical framework that combines institutional and stakeholder theories to explain how firms choose their corporate social responsibility (CSR) strategy. Organizational researchers have identified several distinct CSR strategies (e.g., obstructionist, defensive, accommodative, and proactive), but did not explain the sources of divergence. This article argues that the divergence comes from the variability in the configuration of external influences that consists of institutional and stakeholder pressures. While institutions affect firms’ social behavior by shaping the macro-level incentive structure and (...)
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  • Building Projects on the Local Communities’ Planet: Studying Organizations’ Care-Giving Approaches.Roya Derakhshan - 2020 - Journal of Business Ethics 175 (4):721-740.
    This study examines local communities’ lived experiences and organizations’ care-giving processes regarding four oil and gas projects deployed in three countries. Analyzing the empirical data through the lens of ethics of care reveals that, together with mature justice, the inclination to care conceived at the focal organization creates an ethical culture encouraging caring activities by individuals at the local level. Through close communications with communities, project decision makers at the local level recognize the demanded care of local communities and develop (...)
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  • Stakeholders' Responses to CSR Tradeoffs: When Other-Orientation and Trust Trump Material Self-Interest.Flore Bridoux, Nicole Stofberg & Deanne Den Hartog - 2015 - Frontiers in Psychology 6.
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  • CSR Structures: Evidence, Drivers, and Firm Value Implications.Kais Bouslah, Abdelmajid Hmaittane, Lawrence Kryzanowski & Bouchra M’Zali - 2022 - Journal of Business Ethics 185 (1):115-145.
    This paper investigates the corporate social responsibility (CSR) structures of U.S. listed firms. We find evidence of a general tendency towards CSR specialization with almost three-quarters (73.91%) of these firms focusing on a single CSR dimension. The degree of specialization varies across industries and the single CSR dimension focused on also varies for industries with similar degrees of specialization. We find that firms with higher exposures to CSR concerns, international activities, larger size, and higher financial slack tend to diversify across (...)
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  • Business ethics: An overview.Jeffrey Moriarty - 2008 - Philosophy Compass 3 (5):956-972.
    This essay provides an overview of business ethics. I describe important issues, identify some of the normative considerations animating them, and offer a roadmap of references for those wishing to learn more. I focus on issues in normative business ethics, but discuss briefly the growing body of work in descriptive business ethics. I conclude with a comment on the changing nature of the field.
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  • Do Embedded and Peripheral Corporate Social Responsibility Activities Lower Employees’ Turnover Intentions?Yumin Liu, Kamran Ijlal, Muhammad Shehzad Hanif, Aitzaz Khurshid & Zeeshan Ahmed - 2022 - Frontiers in Psychology 13.
    Corporate social responsibility remains a topic of interest for both theory and practice due to its multifaceted avenues and potential for growth. We have chosen embedded CSR and peripheral CSR measures to evaluate how these activities affect the employee turnover intentions via a mediation mechanism of organizational citizenship behavior. In doing so, this study addresses important stakeholder concerns and provides meaningful managerial contributions for the employers to encourage more employee participation toward sustainable corporate performance. This study incorporates four hypotheses that (...)
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  • Evidence of an Inverted U–Shaped Relationship between Stakeholder Management Performance Variation and Firm Performance.André O. Laplume, Jeffrey S. Harrison, Zhou Zhang, Xin Yu & Kent Walker - 2022 - Business Ethics Quarterly 32 (2):272-298.
    Empirical research is largely supportive of the assertion of instrumental stakeholder theory that a positive relationship exists between “managing for stakeholders” and firm performance. However, despite considerable debate on the subject, the amount of variation across firm investments in stakeholders (stakeholder management performance) has not been adequately investigated. We address this gap using a sample of more than eighteen thousand firm-level observations over ten years. We find evidence to support an inverted U–shaped relationship between variation in stakeholder management performance and (...)
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  • A Humanistic Narrative for Responsible Management Learning: An Ontological Perspective.Michael Pirson - 2020 - Journal of Business Ethics 162 (4):775-793.
    Why has responsible management been so difficult and why is the chorus of stakeholders demanding such responsibility getting louder? We argue that management learning has been framed within the narrative of economism. As such, we argue that managers need to be aware of the paradigmatic frame of the dominant economistic narrative and learn to transcend it. We also argue that for true managerial responsibility, an alternative humanistic narrative is more fit for purpose. This humanistic narrative is based on epistemological metaphors (...)
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  • Mitigating Stakeholder Marginalisation with the Relational Self.Krista Bondy & Aurelie Charles - 2020 - Journal of Business Ethics 165 (1):67-82.
    Stakeholder theory has been an incredibly powerful tool for understanding and improving organisations, and their relationship with other actors in society. That these critical ideas are now accepted within mainstream business is due in no small part to the influence of stakeholder theory. However, improvements to stakeholder engagement through stakeholder theory have tended to help stakeholders who are already somewhat powerful within organisational settings, while those who are less powerful continue to be marginalised and routinely ignored. In this paper, we (...)
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  • A Few Bad Apples? Scandalous Behavior of Mutual Fund Managers.Justin L. Davis, G. Tyge Payne & Gary C. McMahan - 2007 - Journal of Business Ethics 76 (3):319-334.
    Recent scandals in the business world have intensified the demand for an explanation of the causes of corporate wrongdoing. This study empirically tests the effects of mutual fund management fees and control structures on the likelihood of illegal activity within mutual fund organizations. Specific attention is given to the presence of agency duality issues in the mutual fund industry and how this influences the motivations and decisions of fund managers. Findings provide support for the hypothesized relationship that higher levels of (...)
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  • Stakeholder Approach: What Effects Should We Take into Account in Contemporary Societies? [REVIEW]Jose Maria Lopez-De-Pedro & Eva Rimbau-Gilabert - 2012 - Journal of Business Ethics 107 (2):147-158.
    In recent years, the stakeholder approach has been widely applied in the debate on corporate social responsibility (CSR). Although many authors of this approach have reviewed many elements of the model, they have unconditionally accepted several criteria assumed by Freeman ( 1984 ) to identify stakeholders. In general, stakeholder authors have assumed that (a) the company establishes dyadic relationships with other agents, and (b) decisions made by a company only have foreseen and direct effects on other agents. These criteria have (...)
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  • Consumer Trust, Social Marketing and Ethics of Welfare Exchange.Chong Ju Choi, Tarek Ibrahim Eldomiaty & Sae Won Kim - 2007 - Journal of Business Ethics 74 (1):17-23.
    The global corporate scandals such as Enron, Worldcom and Global Crossing have raised fundamental issues of business ethics as well as economic, social and anthropological questions concerning the nature of business competition and global capitalism. The purpose of this conceptual paper is to introduce the concept of "welfare exchange" to the existing notions of economic, social and anthropological notions of business and exchange in markets and society in the 21st century. Global competition and business success in the 21st century continue (...)
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  • Strategic Direction of Corporate Community Involvement.Gordon Liu, Teck-Yong Eng & Wai-Wai Ko - 2013 - Journal of Business Ethics 115 (3):469-487.
    Previous research on corporate community involvement (CCI) initiatives indicates that such behaviour is critical for building neighbourhood relationships and extending corporate influence in the community, but there is little theoretical work that provides a clear picture of managing the nature of the initiatives from different stakeholder management approaches. Drawing from theoretical insights of stakeholder theory and the concept of social capital, this article proposes nine strategic directions for CCI initiatives, and concludes by discussing the management implications of the proposed strategic (...)
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  • The Impact of Employee Stakeholder Orientation on Job Satisfaction and Perspective-Taking.Bidhan L. Parmar, Andrew C. Wicks & Karim Ginena - 2024 - Business and Society 63 (5):1073-1109.
    Scant research has examined the effects of an organization’s stakeholder orientation on the cognition and attitudes of employees. Our study focuses on how one aspect of an organization’s objective, its stakeholder orientation, affects employee job satisfaction. Through seven studies utilizing different samples and measures, we theorize and demonstrate that employees with a higher perceived stakeholder orientation experience enhanced job satisfaction. We provide correlational field data and causal experimental evidence to show that increased employee perspective-taking is one potential mediator of this (...)
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  • When Do Powerful Stakeholders Give Managers the Latitude to Balance All Stakeholders’ Interests?Pushpika Vishwanathan & Flore M. Bridoux - 2020 - Business and Society 59 (2):232-262.
    Research in instrumental stakeholder theory often discusses the benefits of a stakeholder strategy that balances all stakeholders’ interests as if the firm’s managers were not constrained much in choosing a strategy. Yet, through their value appropriation behavior, stakeholders with high bargaining power can significantly constrain managers’ choices. Our objective is, therefore, to understand when powerful stakeholders give managers the latitude to balance all stakeholders’ interests, rather than forcing them to satisfy primarily their own interests. Building on enlightened self-interest and the (...)
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  • The Unwitting Accomplice: How Organizations Enable Motivated Reasoning and Self-Serving Behavior.Laura J. Noval & Morela Hernandez - 2019 - Journal of Business Ethics 157 (3):699-713.
    In this article, we demonstrate that individuals use motivated reasoning to convince themselves that their self-serving behavior is justified, which in turn affects the distribution of resources in business situations. Specifically, we explore how ambiguous contextual cues and individual beliefs can jointly form motivated reasoning. Across two experimental studies, we find that whereas individual ideologies that endorse status hierarchies can strengthen the relationship between contextual ambiguity and motivated reasoning, individual beliefs rooted in fairness and equality can weaken it. Our findings (...)
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  • Multi-Level Corporate Responsibility: A Comparison of Gandhi’s Trusteeship with Stakeholder and Stewardship Frameworks.Jaydeep Balakrishnan, Ayesha Malhotra & Loren Falkenberg - 2017 - Journal of Business Ethics 141 (1):133-150.
    Mohandas Karamchand “Mahatma” Gandhi discussed corporate responsibility and business ethics over several decades of the twentieth century. His views are still influential in modern India. In this paper, we highlight Gandhi’s cross-level CR framework, which operates at institutional, organizational, and individual levels. We also outline how the Tata Group, one of India’s largest conglomerates, has historically applied and continues to utilize Gandhi’s concept of trusteeship. We then compare Gandhi’s framework to modern notions of stakeholder and stewardship management. We conclude that (...)
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  • A Web of Watchdogs: Stakeholder Media Networks and Agenda-Setting in Response to Corporate Initiatives.Maria Besiou, Mark Lee Hunter & Luk N. Van Wassenhove - 2013 - Journal of Business Ethics 118 (4):709-729.
    This article seeks to model the agenda-setting strategies of stakeholders equipped with online and other media in three cases involving protests against multinational corporations (MNCs). Our theoretical objective is to widen agenda-setting theory to a dynamic and nonlinear networked stakeholder context, in which stakeholder-controlled media assume part of the role previously ascribed to mainstream media (MSM). We suggest system dynamics (SD) methodology as a tool to analyse complex stakeholder interactions and the effects of their agendas on other stakeholders. We find (...)
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  • The Three Dimensions of Sustainability: A Delicate Balancing Act for Entrepreneurs Made More Complex by Stakeholder Expectations.Denise Fischer, Malte Brettel & René Mauer - 2020 - Journal of Business Ethics 163 (1):87-106.
    Previous research on sustainable entrepreneurship has mainly aimed to understand the antecedents of entrepreneurs’ sustainability-oriented behavior. Yet the literature lacks a more nuanced understanding of how entrepreneurs implement sustainability strategies when creating a new venture. Drawing on sustainability concepts, we first examine how entrepreneurs balance the economic, environmental, and social dimensions as part of their ventures’ strategic ambitions. We show that sustainable entrepreneurs prioritize the three sustainability dimensions and possibly reprioritize them in response to stakeholder interests. Applying a stakeholder theory (...)
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  • Does Stakeholder Management have a Dark Side?Carmelo Cennamo, Pascual Berrone & Luis R. Gomez-Mejia - 2009 - Journal of Business Ethics 89 (4):491-507.
    This article is a first attempt to line out the conditions under which executives might have a real self-interest in pursuing a broad stakeholder management (SM) orientation to enlarge their power. We suggest that managers have wider latitude of action under an SM approach, even when this is instrumental to financial performance. The causally ambiguity of the performance effects of idiosyncratic relationships with stakeholders not only makes SM strategy difficult for competitors to imitate but also increases managerial discretion. When managers (...)
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  • Broad or Narrow Stakeholder Management? A Signaling Theory Perspective.Marc O. Orlitzky, Dirk M. Boehe & Limin Fu - 2022 - Business and Society 61 (7):1838-1880.
    To mitigate risk, should companies signal a broad range of environmental, social, and governance initiatives or instead focus on only a few ESG issues? Drawing on signaling theory, we propose that a broad array of ESG initiatives generates not only signal consistency but also accelerating signal costs. Our empirical results support the resultant hypothesis of a curvilinear relationship between ESG scope and equity risk. In addition, this U-shaped curve seems to become steeper when firms face multiple media-reported ESG controversies. Overall, (...)
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  • Stakeholder Friction.Kirsten Martin & Robert Phillips - 2022 - Journal of Business Ethics 177 (3):519-531.
    A mainstay of stakeholder management is the belief that firms create value when they invest more time, money, and attention to stakeholders than is necessary for the immediate transaction. This tendency to repeat interactions with the same set of stakeholders fosters what we call stakeholder friction. Stakeholder friction is a term for the collection of social, legal, and economic forces leading firms to prioritize and reinvest in current stakeholders. For many stakeholder scholars, such friction is close to universally beneficial, but (...)
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  • Moral Stress: Considering the Nature and Effects of Managerial Moral Uncertainty. [REVIEW]Scott J. Reynolds, Bradley P. Owens & Alex L. Rubenstein - 2012 - Journal of Business Ethics 106 (4):491-502.
    To better illuminate aspects of stress that are relevant to the moral domain, we present a definition and theoretical model of “moral stress.” Our definition posits that moral stress is a psychological state born of an individual’s uncertainty about his or her ability to fulfill relevant moral obligations. This definition assumes a self-and-others relational basis for moral stress. Accordingly, our model draws from a theory of the self (identity theory) and a theory of others (stakeholder theory) to suggest that this (...)
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  • Good Without Knowing it: Subtle Contextual Cues can Activate Moral Identity and Reshape Moral Intuition.Keith Leavitt, Lei Zhu & Karl Aquino - 2016 - Journal of Business Ethics 137 (4):785-800.
    The role of moral intuition has been increasingly implicated in business decisions and ethical business behavior. But troublingly, because implicit processes often operate outside of conscious awareness, decision makers are generally unaware of their influence. We tested whether subtle contextual cues for identity can alter implicit beliefs. In two studies, we found that contextual cues which nonconsciously prime moral identity weaken the implicit association between the categories of “business” and “ethical,” an implicit association which has previously been linked to unethical (...)
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