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  1. P.Immanuel Kant - 1969 - In Allgemeiner Kantindex Zu Kants Gesammelten Schriften. Band. 20. Abt. 3: Personenindex Zu Kants Gesammelten Schriften. De Gruyter. pp. 96-103.
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  • Realism or idealism? Corporate social responsibility and the employee stakeholder in the global fast‐food industry.Tony Royle - 2005 - Business Ethics, the Environment and Responsibility 14 (1):42-55.
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  • Business Citizenship: From Domestic to Global Level of Analysis.Jeanne M. Logsdon & Donna J. Wood - 2002 - Business Ethics Quarterly 12 (2):155-187.
    Abstract:In this article we first review the development of the concept of global business citizenship and show how the libertarian political philosophy of free-market capitalism must give way to a communitarian view in order for the voluntaristic, local notion of “corporate citizenship” to take root. We then distinguish the concept of global business citizenship from “corporate citizenship” by showing how the former concept requires a transition from communitarian thinking to a position of universal human rights. In addition, we link global (...)
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  • Personal Values as A Catalyst for Corporate Social Entrepreneurship.Christine A. Hemingway - 2005 - Journal of Business Ethics 60 (3):233-249.
    The literature acknowledges a distinction between immoral, amoral and moral management. This paper makes a case for the employee (at any level) as a moral agent, even though the paper begins by highlighting a body of evidence which suggests that individual moral agency is sacrificed at work and is compromised in deference to other pressures. This leads to a discussion about the notion of discretion and an examination of a separate, contrary body of literature which indicates that some individuals in (...)
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  • The Struggle for Recognition: The Moral Grammar of Social Conflicts.Axel Honneth - 1995 - Polity.
    In this pathbreaking study, Axel Honneth argues that "the struggle for recognition" is, and should be, at the center of social conflicts.
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  • Toward Transformation in Social Knowledge.Kenneth J. Gergen - 1994 - SAGE Publications.
    Critical resistance to traditional empirical methods and the quest for foundational knowledge of human action is widespread. Recognition of theoretical and methodological inadequacies has sparked a search for a more robust conception of human science. This fascinating and carefully reasoned book develops the argument for human science as social construction. Demonstrating that descriptions of human action can neither be derived from nor corrected by scientific observation, Gergen provides a bold interdisciplinary challenge to traditional views, thus clearing the way for significant (...)
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  • Beyond Resources The Mediating Effect of Top Management Discretion and Values on Corporate Philanthropy.Ann K. Buchholtz, Allen C. Amason & Matthew A. Rutherford - 1999 - Business and Society 38 (2):167-187.
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  • Toward a More Humanistic Governance Model: Network Governance Structures. [REVIEW]Michael Pirson & Shann Turnbull - 2011 - Journal of Business Ethics 99 (1):101 - 114.
    This conceptual article suggests a reexamination of current governance structures, specifically those of unitary boards after the financial crisis of 2008.We suggest that the existing governance structures are based on an outdated paradigm of business, rooted in economics. We propose an alternative paradigm, a more humanistic paradigm, which allows conceiving alternative, network-oriented governance structures. As hierarchical firms grow larger and more complex, the risk of failure increases from biases, errors, and missing data in communication and control systems. These problems are (...)
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  • Victims of Circumstances? A Defense of Virtue Ethics in Business.Robert C. Solomon - 2003 - Business Ethics Quarterly 13 (1):43-62.
    Abstract:Should the responsibilities of business managers be understood independently of the social circumstances and “market forces” that surround them, or (in accord with empiricism and the social sciences) are agents and their choices shaped by their circumstances, free only insofar as they act in accordance with antecedently established dispositions, their “character”? Virtue ethics, of which I consider myself a proponent, shares with empiricism this emphasis on character as well as an affinity with the social sciences. But recent criticisms of both (...)
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  • The Firm as a “Community of Persons”: A Pillar of Humanistic Business Ethos.Domènec Melé - 2012 - Journal of Business Ethics 106 (1):89-101.
    The article starts by arguing that seeing the firm as a mere nexus of contracts or as an abstract entity where different stakeholder interests concur is insufficient for a “humanistic business ethos”, which entails a complete view of the human being. It seems more appropriate to understand the firm as a human community, a concept which can be found in several sources, including managerial literature, business ethics scholars, and Catholic Social Teaching. In addition, there are also philosophical grounds that support (...)
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  • Personalist Business Ethics and Humanistic Management: Insights from Jacques Maritain. [REVIEW]Alma Acevedo - 2012 - Journal of Business Ethics 105 (2):197-219.
    The integration of personalism into business ethics has been recently studied. Research has also been conducted on humanistic management approaches. The conceptual relationship between personalism and humanism , however, has not been fully addressed. This article furthers that research by arguing that a true humanistic management is personalistic. Moreover, it claims that personalism is promising as a sound philosophical foundation for business ethics. Insights from Jacques Maritain’s work are discussed in support of these conclusions. Of particular interest is his distinction (...)
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  • The Challenge of Humanistic Management.Domènec Melé - 2003 - Journal of Business Ethics 44 (1):77 - 88.
    According to the origin of the word "humanism" and the concept of humanitas where the former comes from, management could be called humanistic when its outlook emphasizes common human needs and is oriented to the development of human virtue, in all its forms, to its fullest extent. A first approach to humanistic management, although quite incomplete, was developed mainly in the middle of the 20th century. It was centered on human motivations. A second approach to humanistic management sprang up in (...)
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  • Foundations of the metaphysics of morals.Immanuel Kant - 2000 - In Steven M. Cahn (ed.), Exploring Philosophy: An Introductory Anthology. New York, NY, United States of America: Oxford University Press USA.
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  • Managers' personal values as drivers of corporate social responsibility.Christine A. Hemingway & Patrick W. Maclagan - 2004 - Journal of Business Ethics 50 (1):33-44.
    In this theoretical paper, motives for CSR are considered. An underlying assumption is that the commercial imperative is not the sole driver of CSR decision-making in private sector companies, but that the formal adoption and implementation of CSR by corporations could be associated with the changing personal values of individual managers. These values may find expression through the opportunity to exercise discretion, which may arise in various ways. It is suggested that in so far as CSR initiatives represent individuals' values, (...)
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  • Corporate social responsibility theories: Mapping the territory. [REVIEW]Elisabet Garriga & Domènec Melé - 2004 - Journal of Business Ethics 53 (1-2):51-71.
    The Corporate Social Responsibility (CSR) field presents not only a landscape of theories but also a proliferation of approaches, which are controversial, complex and unclear. This article tries to clarify the situation, mapping the territory by classifying the main CSR theories and related approaches in four groups: (1) instrumental theories, in which the corporation is seen as only an instrument for wealth creation, and its social activities are only a means to achieve economic results; (2) political theories, which concern themselves (...)
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  • Ethics and HRM: Theoretical and Conceptual Analysis: An Alternative Approach to Ethical HRM Through the Discourse and Lived Experiences of HR Professionals.Nadia de Gama, Steve McKenna & Amanda Peticca-Harris - 2012 - Journal of Business Ethics 111 (1):97-108.
    Despite the ongoing consideration of the ethical nature of human resource management (HRM), little research has been conducted on how morality and ethics are represented in the discourse, activities and lived experiences of human resource (HR) professionals. In this paper, we connect the thinking and lived experiences of HR professionals to an alternative ethics, rooted in the work of Bauman (Modernity and the Holocaust, Polity Press, Cambridge, 1989; Theory, Culture and Society 7:5-38, 1990; Postmodern Ethics, Blackwell, Oxford, 1991; Approaches to (...)
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  • Personalism and moral leadership: the servant leader with a transforming vision.J. Thomas Whetstone - 2002 - Business Ethics, the Environment and Responsibility 11 (4):385-392.
    After briefly describing the philosophy of personalism this article assesses each of three normative leadership paradigms (transformational leadership, postmodern or postindustrial leadership, and servant leadership) in terms of five major themes of this phenomenological philosophy. Servant leadership appears to be closest to personalism. The critical ingredient for servant leadership is also personalism’s starting point, i.e. the dignity of each human person. A genuine servant leader works with his followers in building a community of participation and solidarity. However, some claim that (...)
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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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  • A Stakeholder Approach to Corporate Social Responsibility: A Fresh Perspective into Theory and Practice.Dima Jamali - 2008 - Journal of Business Ethics 82 (1):213-231.
    Stakeholder theory has gained currency in the business and society literature in recent years in light␣of its practicality from the perspective of managers and scholars. In accounting for the recent ascendancy of␣stakeholder theory, this article presents an overview of␣two traditional conceptualizations of corporate social␣responsibility (CSR) (Carroll: 1979, ‹A Three-Dimensional Conceptual Model of Corporate Performance', The Academy of Management Review 4(4), 497–505 and Wood: 1991, ‹Corporate Social Performance Revisited', The Academy of Management Review 16(4), 691–717), highlighting their predominant inclination toward providing (...)
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  • A First Look at Communication Theory.Em Griffin - 2011 - McGraw-Hill Education.
    The most widely-used textbook for the communication theory course, A First Look at Communication Theory analyzes the major communication theories at a level that is appropriate for both lower- and upper-level courses. The theories represented in the text reflect a mix of foundational and recent scholarship and strike a balance of scientific and interpretive approaches.
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  • Corporate social performance as a competitive advantage in attracting a quality workforce.Daniel W. Greening & Daniel B. Turban - 2000 - Business and Society 39 (3):254-280.
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  • Recognition, Reification, and Practices of Forgetting: Ethical Implications of Human Resource Management. [REVIEW]Gazi Islam - 2012 - Journal of Business Ethics 111 (1):37-48.
    This article examines the ethical framing of employment in contemporary human resource management (HRM). Using Axel Honneth's theory of recognition and classical critical notions of reification, I contrast recognition and reifying stances on labor. The recognition approach embeds work in its emotive and social particularity, positively affirming the basic dignity of social actors. Reifying views, by contrast, exhibit a forgetfulness of recognition, removing action from its existential and social moorings, and imagining workers as bundles of discrete resources or capacities. After (...)
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  • Social Structure and Responsibility.Kenneth M. Ehrenberg - 1999 - Loyola Poverty Law Journal 5:1-26.
    Economic success in competitive systems requires resource redistribution to those who fail. Once we recognize that success in competitive endeavors depends meaningfully on the failure of others, policy implications that involve strong redistributive mechanisms should be drawn. Particular attention is paid to the role of education in fostering a sense of self-esteem necessary to counter the effects of internalized competition.
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  • Business Citizenship: From Domestic to Global Level of Analysis.Jeanne M. Logsdon & Donna J. Wood - 2002 - Business Ethics Quarterly 12 (2):155-187.
    Abstract:In this article we first review the development of the concept of global business citizenship and show how the libertarian political philosophy of free-market capitalism must give way to a communitarian view in order for the voluntaristic, local notion of “corporate citizenship” to take root. We then distinguish the concept of global business citizenship from “corporate citizenship” by showing how the former concept requires a transition from communitarian thinking to a position of universal human rights. In addition, we link global (...)
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  • The stakeholder theory and the common good.Antonio Argandoña - 1998 - Journal of Business Ethics 17 (9-10):1093-1102.
    The theory of the social responsibility of the firm oscillates between two extremes: one that reduces the firm's responsibility to the obtainment of (the greatest possible) profit for its shareholders, and another that extends the firm's responsibility to include a wide range of actors with an interest or "stake" in the firm. The stakeholder theory of the social responsibility of business is more appealing from an ethical point of view, and yet it lacks a solid foundation that would be acceptable (...)
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  • The Impact of CEO Characteristics on Corporate Social Performance.Mikko H. Manner - 2010 - Journal of Business Ethics 93 (S1):53 - 72.
    While there are growing bodies of research examining both the differences between strongly and poorly socially performing firms, and the impact of firm leaders on other strategic outcomes, little has been done in examining the effect of firm leaders on corporate social performance (CSP). This study directly addresses this issue by using upper echelon theory, and the KLD Research Analytics CSP ratings, to show that observable CEO characteristics predict differences in CSP between firms, even when firm and industry characteristics are (...)
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  • Value maximization, stakeholder theory, and the corporate objective function.Michael C. Jensen - 2002 - Business Ethics Quarterly 12 (2):235-256.
    Abstract: In this article, I offer a proposal to clarify what I believe is the proper relation between value maximization and stakeholder theory, which I call enlightened value maximization. Enlightened value maximization utilizes much of the structure of stakeholder theory but accepts maximization of the long-run value of the firm as the criterion for making the requisite tradeoffs among its stakeholders, and specifies long-term value maximization or value seeking as the firm’s objective. This proposal therefore solves the problems that arise (...)
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  • CEO incentives and corporate social performance.Jean McGuire, Sandra Dow & Kamal Argheyd - 2003 - Journal of Business Ethics 45 (4):341 - 359.
    This paper examines the relationship between CEO incentives and strong and weak corporate social performance. Using the KLD database we find that incentives have no significant relationship with strong social performance. Salary and long-term incentives have a positive association with weak social performance.
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  • La pensée et le mouvant.Henri Bergson - 1934 - Paris,: F. Alcan.
    HENRI BERGSON (1859-1941), philosophe français, professeur au Collège de France de 1900 jusqu´à 1921, récompensé avec le prix Nobel de littérature en 1928. Ses oeuvres majeures, écrites avec un style parfaitement accessible au lecteur non spécialisé, sont : « Essai sur les données immédiates de la conscience » (1889), « Matière et mémoire » (1896), « L´évolution créatrice » (1907) et « Les deux sources de la morale et de la religion » (1932). Dans ces études, Bergson élabore une vision (...)
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  • New Directions in Strategic Management and Business Ethics.Heather Elms, Stephen Brammer, Jared D. Harris & Robert A. Phillips - 2010 - Business Ethics Quarterly 20 (3):401-425.
    ABSTRACT:This essay attempts to provide a useful research agenda for researchers in both strategic managementandbusiness ethics. We motivate this agenda by suggesting that the two fields started with similar interests, diverged, and are beginning to converge again. We then identify several streams that hold particular promise for developing our understanding of the relationship between strategy and ethics: stakeholder theory, managerial discretion, behavioral strategy, strategy as practice, and environmental sustainability.
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  • Contingent Work and Its Contradictions: Towards a Moral Economy Framework. [REVIEW]Sharon C. Bolton, Maeve Houlihan & Knut Laaser - 2012 - Journal of Business Ethics 111 (1):121-132.
    This article proposes the lens of moral economy as a useful ethical framework through which to assess HRM practice, with a particular focus on the strategic use of contingent work ('non-standard' employment practices including temporary, agency and outsourced work). While contingent work practices have a variety of impetuses we focus here on their strategic use in the pursuit of economic and flexibility goals. A review of the contingent work literature conveys mixed messages about its outcomes for individuals, and more opaquely, (...)
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  • Personalism and moral leadership: The servant leader with a transforming vision.J. Thomas Whetstone - 2002 - Business Ethics, the Environment and Responsibility 11 (4):385–392.
    After briefly describing the philosophy of personalism this article assesses each of three normative leadership paradigms in terms of five major themes of this phenomenological philosophy. Servant leadership appears to be closest to personalism. The critical ingredient for servant leadership is also personalism’s starting point, i.e. the dignity of each human person. A genuine servant leader works with his followers in building a community of participation and solidarity. However, some claim that servant leaders are subject to manipulation by their followers. (...)
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  • The chief executive officer and corporate social performance: An interdisciplinary examination. [REVIEW]Anisya S. Thomas & Roy L. Simerly - 1994 - Journal of Business Ethics 13 (12):959 - 968.
    This paper attempts to cross the disciplinary boundaries of strategic management and social issues management to demonstrate the relationship between managerial characteristics and corporate social performance (CSP). Drawing on studies in strategic leadership research we develop and test hypotheses about linkages between top management attributes and different levels of CSP. Our results add credence to the argument that organizations are a reflection of their top managers, and encourage further systematic research of the influence of key executives in developing and implementing (...)
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  • La vie commune: essai d'anthropologie générale.Tzvetan Todorov - 1995
    Essai de réflexion sur l'anthropologie au sens de connaissance de l'homme, conception de l'être humain. L'auteur fait intervenir des penseurs de diverses disciplines : philosophie, littérature, psychologie, etc. Quelques points traités : histoire de la pensée (p. 15-62); la structure psychologique de l'être humain; la reconnaissance; l'accomplissement de soi.
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  • La pensée et le mouvant. [REVIEW]E. T. Mitchell - 1936 - Philosophical Review 45 (1):94-95.
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  • The moderating effect of environmental munificence and dynamism on the relationship between discretionary social responsibility and firm performance.Irene Goll & Abdul A. Rasheed - 2004 - Journal of Business Ethics 49 (1):41-54.
    This study examines the relationships between a company''s emphasis on discretionary social responsibility, environment, and firm performance. It tests the proposition that environmental munificence and dynamism moderate the relationship between discretionary social responsibility and financial performance. Social responsibility was measured with a three-item scale in a sample of 62 firms using a questionnaire. Environmental munificence and dynamism were measured using archival sources as was financial performance (return on assets and return on sales). The results of moderated regression analyses and subgroup (...)
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  • Prolegomena zu einer jeden künftigen Metaphysik, die als Wissenschaft wird auftreten können.Immanuel Kant & Karl Schulz (eds.) - 1989 - Meiner, F.
    Kein Geringerer als Arthur Schopenhauer beurteilte Kants Prolegomena als die "schönste und faßlichste aller Kantischen Hauptschriften, welche viel zu wenig gelesen wird, da sie doch das Studium seiner Philosophie außerordentlich erleichtert". Die Prolegomena von 1783 sind eine Kurzfassung der "Kritik der reinen Vernunft", deren Plan und Ergebnisse sie übersichtlich darstellen sollen. In Umkehrung der Methode der Kritik - statt der synthetischen Lehrart wird nun die analytische befolgt - nimmt Kant unter der Leitfrage "Wie sind synthetische Urteile a priori möglich?" eine (...)
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  • Integrating Personalism into Virtue-Based Business Ethics: The Personalist and the Common Good Principles.Domènec Melé - 2009 - Journal of Business Ethics 88 (1):227-244.
    Some virtue ethicists are reluctant to consider principles and standards in business ethics. However, this is problematic. This paper argues that realistic Personalism can be integrated into virtue-based business ethics, giving it a more complete base. More specifically, two principles are proposed: the Personalist Principle (PP) and the Common Good Principle (CGP). The PP includes the Golden Rule and makes explicit the duty of respect, benevolence, and care for people, emphasizing human dignity and the innate rights of every human being. (...)
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  • Exploring the Nature of the Relationship Between CSR and Competitiveness.Marc Vilanova, Josep Maria Lozano & Daniel Arenas - 2009 - Journal of Business Ethics 87 (S1):57-69.
    This paper explores the nature of the relationship between corporate social responsibility (CSR) and competitiveness. We start with the commonly held view that firm competitiveness is defined by the market. That is, the question of what are the critical competitiveness factors is answered by looking at how companies and financial analysts describe and evaluate a firm. To analyze this, we review the current state of the art on the relationship between CSR and competitiveness. Second, CSR criteria used by financial analysts (...)
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  • New Directions in Strategic Management and Business Ethics.Robert A. Phillips - 2010 - Business Ethics Quarterly 20 (3):401-425.
    ABSTRACT:This essay attempts to provide a useful research agenda for researchers in both strategic managementandbusiness ethics. We motivate this agenda by suggesting that the two fields started with similar interests, diverged, and are beginning to converge again. We then identify several streams that hold particular promise for developing our understanding of the relationship between strategy and ethics: stakeholder theory, managerial discretion, behavioral strategy, strategy as practice, and environmental sustainability.
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  • La pensee et le Mouvant. [REVIEW]G. B. - 1934 - Journal of Philosophy 31 (25):694.
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  • A cross‐cultural study of the antecedents of the perceived role of ethics and social responsibility.Scott J. Vitell & Joseph G. P. Paolillo - 2004 - Business Ethics 13 (2-3):185-199.
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  • An Integrated Model of Humanistic Management.Heiko Spitzeck - 2011 - Journal of Business Ethics 99 (1):51 - 62.
    This conceptual paper analyses the arguments which have been made in favour of a transition towards humanistic management. In order to reconcile economic as well as moral arguments an integrative model of humanistic management is presented. This model outlines prospective lines of empirical research especially in the area where business conduct is profitable but not humanistic.
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  • Reification: a new look at an old idea.Axel Honneth - 2008 - New York: Oxford University Press. Edited by Judith Butler, Raymond Geuss, Jonathan Lear & Martin Jay.
    In the early 20th century, Marxist theory was enriched and rejuvenated by adopting the concept of reification, introduced by the Hungarian theorist Georg Lukács to identify and denounce the transformation of historical processes into ahistorical entities, human actions into things that seemed part of an immutable "second nature." For a variety of reasons, both theoretical and practical, the hopes placed in de-reification as a tool of revolutionary emancipation proved vain. In these original and imaginative essays, delivered as the Tanner Lectures (...)
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  • Ethics and Economics: Towards a New Humanistic Synthesis for Business. [REVIEW]Wolfgang Grassl & André Habisch - 2011 - Journal of Business Ethics 99 (1):37 - 49.
    The Encyclical-Letter Caritas in Ventate by Pope Benedict XVI suggests to advance towards a new conceptualization of the tenuous relationship between economics and ethics, proposing a "new humanistic synthesis" Where social encyclicals have traditionally justified policy proposals by natural law and theological reasoning alone, Caritas in Ventate gives great relevance to economic arguments. The encyclical defines the framework for a new business ethics which appreciates allocative and distributive efficiency, and thus both markets and institutions as improving the human condition, but (...)
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  • Le Personnalisme.Emmanuel Mounier - 1953 - Ethics 63 (3):223-225.
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  • An introduction to philosophy.Jacques Maritain & Edward Ingram Watkin - 1930 - London,: Sheed & Ward. Edited by E. I. Watkin.
    Jacques Maritain's An Introduction to Philosophy was first published in 1931. Since then, this book has stood the test of time as a clear guide to what philosophy is and how to philosophize. Inspired by the Thomistic Revival called for by Leo XIII, Maritain relies heavily on Aristotle and St. Thomas Aquinas to shape a philosophy that, far from sectarian theology in disguise, is driven by reason and engages the modern world. Re-released as part of the Sheed & Ward Classic (...)
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  • The Nature of the Firm, Agency Theory and Shareholder Theory: A Critique from Philosophical Anthropology.Joan Fontrodona & Alejo José G. Sison - 2006 - Journal of Business Ethics 66 (1):33-42.
    Standard accounts on the nature of the firm are highly dependent on explanations by Coase, coupled with inputs from agency theory and shareholder theory. This paper carries out their critique in light of personalist and common good postulates. It shows how personalist and common good principles create a framework that not only accommodates business ethics better but also affords a more compelling understanding of business as a whole.
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  • Corporate Social Responsibility.Duane Windsor - 2006 - Proceedings of the International Association for Business and Society 17:180-185.
    A recent literature applies economic reasoning to restrict corporate social responsibility (CSR) to profitable opportunities. The underlying theory of the firmassumes widespread public company ownership and a net positive contribution to social welfare in relatively unfettered markets. This modern economic approach posits strict fiduciary responsibility of agents. Management, in this fiduciary role, should have no CSR discretion beyond the requirements of minimalist laws and customary ethics. Any profitable CSR option can be undertaken. Any unprofitable CSR action is defined as discretionary (...)
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  • Exploring the Boundaries of Human Resource Managers' Responsibilities.David E. Guest & Christopher Woodrow - 2012 - Journal of Business Ethics 111 (1):109-119.
    This article addresses two longstanding challenges for human resource (HR) managers; how far they can and should represent the interests of both management and workers and how they can gain the power to do so. Adopting a Kantian perspective, it is argued that to pursue an ethical human resource management (HRM), HR managers need to go some way to resolving both. Three possible avenues are considered. Contemporary approaches to organisation of the HR role associated with the work of Ulrich are (...)
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