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  1. Intra‐stakeholder alliances in plant‐closing decisions: A stakeholder theory approach.Yves Fassin, Simone de Colle & R. Edward Freeman - 2017 - Business Ethics: A European Review 26 (2):97-111.
    This article discusses plant-closing decisions by multinational enterprises applying a stakeholder theory approach. In particular, we focus on the emergence of “intra-stakeholder alliances,” that is, alliances among the various stakeholder groups of a specific corporation. We analyze the emergence of stakeholder alliances in reaction to MNEs' decisions to terminate production locally and discuss their influence on the outcomes of such decisions. Our research is inspired by two exceptional case studies of two multinational breweries that announced their decisions to close niche (...)
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  • Boundaryless Careers and Employability Obligations.Harry J. Van Buren Iii - 2003 - Business Ethics Quarterly 13 (2):131-149.
    Abstract:Boundaryless careers may be beneficial to people with rare and valuable skills, but might prove harmful to many others. The idea ofemployabilityas an ethical responsibility of employers to employees is introduced; it is argued that attention to employability in private practice and public policy partially resolves the ethical problems inherent to in boundaryless careers. Because employability programs are considered to be voluntary, some means of holding employers accountable for such responsibilities needs to be considered when discussing boundaryless careers. Implications for (...)
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  • Constructing a Web.Stephanie A. Welcomer, Philip L. Cochran, Gordon Rands & Mark Haggerty - 2003 - Business and Society 42 (1):43-82.
    In this single industry study, the authors examine relationships between forest products companies in Maine and their stakeholders. The research question, why do firms work with stakeholders, is examined from both instrumental and normative perspectives. Specifically, it is hypothesized that stakeholder power and corporate social responsiveness affect the degree to which firms have working relationships with stakeholders. The study found support for the impact of the firm’s perception of stakeholder power on the strength of its relationships with stakeholders. Most notably, (...)
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  • (1 other version)An Employee-Centered Model of Corporate Social Performance.Harry J. van Buren Iii - 2005 - Business Ethics Quarterly 15 (4):687-709.
    Although the concept of corporate social performance (CSP) has become more clearly specified in recent years, an analysis of CSP from the perspective of one particular stakeholder group has been largely ignored in this research: employees. It is proposed that employees merit specific attention with regard to assessments of corporate social performance. In this paper, a model for evaluating and measuring CSP at the employee level is proposed, and implications for evaluating contemporary employment policies and practices are offered. An iterative (...)
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  • Ethical AI at Work: The Social Contract for Artificial Intelligence and Its Implications for the Workplace Psychological Contract.Sarah Bankins & Paul Formosa - 2021 - In Sarah Bankins & Paul Formosa (eds.), Ethical AI at Work: The Social Contract for Artificial Intelligence and Its Implications for the Workplace Psychological Contract. Cham, Switzerland:
    Artificially intelligent (AI) technologies are increasingly being used in many workplaces. It is recognised that there are ethical dimensions to the ways in which organisations implement AI alongside, or substituting for, their human workforces. How will these technologically driven disruptions impact the employee–employer exchange? We provide one way to explore this question by drawing on scholarship linking Integrative Social Contracts Theory (ISCT) to the psychological contract (PC). Using ISCT, we show that the macrosocial contract’s ethical AI norms of beneficence, non-maleficence, (...)
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  • Ethical AI at work: the social contract for Artificial Intelligence and its implications for the workplace psychological contract.Sarah Bankins & Paul Formosa - 2021 - In Sarah Bankins & Paul Formosa (eds.), Ethical AI at Work: The Social Contract for Artificial Intelligence and Its Implications for the Workplace Psychological Contract. Cham, Switzerland: pp. 55-72.
    Artificially intelligent (AI) technologies are increasingly being used in many workplaces. It is recognised that there are ethical dimensions to the ways in which organisations implement AI alongside, or substituting for, their human workforces. How will these technologically driven disruptions impact the employee–employer exchange? We provide one way to explore this question by drawing on scholarship linking Integrative Social Contracts Theory (ISCT) to the psychological contract (PC). Using ISCT, we show that the macrosocial contract’s ethical AI norms of beneficence, non-maleficence, (...)
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  • A Critical Perspective of Integrative Social Contracts Theory: Recurring Criticisms and Next Generation Research Topics.Thomas W. Dunfee - 2006 - Journal of Business Ethics 68 (3):303-328.
    During the past ten years Integrative Social Contracts Theory (ISCT) has become part of the repertoire of specialized decision-oriented theories in the business ethics literature. The intention here is to (1)␣provide a brief overview of the structure and strengths of ISCT; (2) identify recurring themes in the extensive commentary on the theory including brief mention of how ISCT has been applied outside the business ethics literature; (3) describe where research appears to be headed; and (4) specify challenges faced by those (...)
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  • Ethical Considerations and Change Recipients’ Reactions: ‘It’s Not All About Me’.Gabriele Jacobs & Anne Keegan - 2018 - Journal of Business Ethics 152 (1):73-90.
    An implicit assumption in most works on change recipient reactions is that employees are self-centred and driven by a utilitarian perspective. According to large parts of the organizational change literature, employees’ reactions to organizational change are mainly driven by observations around the question ‘what will happen to me?’ We analysed change recipients’ reactions to 26 large-scale planned change projects in a policing context on the basis of 23 in-depth interviews. Our data show that change recipients drew on observations with three (...)
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  • Family Firms Amidst the Global Financial Crisis: A Territorial Embeddedness Perspective on Downsizing.Stefano Amato, Alessia Patuelli, Rodrigo Basco & Nicola Lattanzi - 2021 - Journal of Business Ethics 183 (1):1-24.
    This study explores the downsizing propensity of family and non-family firms by considering their territorial embeddedness during both periods of economic stability and financial crisis. By drawing on a panel dataset of Spanish manufacturing firms for the period 2002–2015, we show that, all things being equal, family firms have a lower propensity to downsizing than non-family firms. When considering the effect of territorial embeddedness, we found that territorially embedded family firms have an even lower propensity to downsizing than their non-family (...)
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  • (1 other version)An Employee-Centered Model of Corporate Social Performance.Harry J. Van Buren Iii - 2005 - Business Ethics Quarterly 15 (4):687-709.
    Abstract:Although the concept of corporate social performance (CSP) has become more clearly specified in recent years, an analysis of CSP from the perspective of one particular stakeholder group has been largely ignored in this research: employees. It is proposed that employees merit specific attention with regard to assessments of corporate social performance. In this paper, a model for evaluating and measuring CSP at the employee level is proposed, and implications for evaluating contemporary employment policies and practices are offered. An iterative (...)
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  • Beyond the Stalemate of Economics versus Ethics: Corporate Social Responsibility and the Discourse of the Organizational Self.Michaela Driver - 2006 - Journal of Business Ethics 66 (4):337-356.
    The purpose of this paper is to advance research on CSR beyond the stalemate of economic versus ethical models by providing an alternative perspective integrating existing views and allowing for more shared dialog and research in the field. It is suggested that we move beyond making a normative case for ethical models and practices of CSR by moving beyond the question of how to manage organizational self-interest toward the question of how accurate current conceptions of the organizational self seem to (...)
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  • The Separation Thesis Weighs Heavily on Integrative Social Contracts Theory: A Comprehensive Critique.César González-Cantón - 2022 - Philosophy of Management 21 (3):391-411.
    For more than three decades, Integrative Social Contracts Theory (ISCT) has been lauded as a business ethics theory particularly well suited to the international arena, especially because of its alleged ability to reconcile respect for cultural idiosyncrasies and normative teeth. However, this theory has also faced various objections, many of which its authors have responded to with varying degrees of satisfaction. As a contribution to this debate, this article provides a unifying rationale for many of those objections by exploring their (...)
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  • The Discursive Dance: The Employee Co-operation Negotiations as an Arena for Management-by-fear.Anu Pynnönen & Tuomo Takala - 2018 - Journal of Business Ethics 147 (1):165-184.
    The purpose of this article is to qualitatively describe and critically explain the discursive construction of employee co-operation negotiations in Finland as an arena for management-by-fear. The article consists of a theoretical review, covering the legislative basis of co-operation negotiations and recent research on management-by-fear. The empirical study consists of media texts and company media releases in Finland in 2012–2013. The main conclusions are that there are distinctive features in the co-operation negotiations that enable and enforce the possibility of management-by-fear, (...)
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  • Two Wrongs Make a ‘Right’? Exploring the Ethical Calculus of Earnings Management Before Large Labor Dismissals.Ionela Andreicovici, Nava Cohen, Silvia Ferramosca & Alessandro Ghio - 2020 - Journal of Business Ethics 172 (2):379-405.
    This paper examines whether firms strategically legitimize large labor dismissals by performing ex-ante downward earnings management. We further assess whether the effect is larger under stakeholder pressure and whether these practices influence the external perception of firms’ behavior. As laying off employees without an economic reason is perceived as a breach of the social contract, stakeholders pressure firms to provide economic justification for LLDs. We argue that firms strategically legitimize LLDs by artificially worsening their financial performance through downward earnings management. (...)
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  • Socially responsible downsizing: Comparing family and non‐family firms.Maria J. Sanchez-Bueno, Fernando Muñoz-Bullón & Jose I. Galan - 2019 - Business Ethics: A European Review 29 (1):35-55.
    Business Ethics: A European Review, EarlyView.
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