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  1. Balancing performance, ethics, and accountability.Simon Zadek - 1998 - Journal of Business Ethics 17 (13):1421-1442.
    Practical mechanisms for aligning performance, ethics, and accountability are urgently needed. The context for this includes the organisational, technological, and regulatory transformations underlying current patterns of globalisation. These factors, combined with the associated emergence of civil action concerned with corporate accountability and deeper value-shifts, make such realignments a practical possibility.Social and ethical accounting, auditing, and reporting provides one of the few practical mechanisms for companies to integrate new patterns of civil accountability and governance with a business success model focused on (...)
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  • Ethical banking: The case of the co-operative bank. [REVIEW]Brian Harvey - 1995 - Journal of Business Ethics 14 (12):1005 - 1013.
    The aim of this paper is to present a significant current British case of the application of an ethical approach to banking practice — it relates to issues of stakeholder dialogue, corporate strategy, and marketing.The Co-operative bank traces its organisational origins to the 1870s, and its founding principle to the beginnings of the co-operative movement in the 1830s.
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  • Taking the pulse: Ethics and the british cooperative bank. [REVIEW]Alan Kitson - 1996 - Journal of Business Ethics 15 (9):1021 - 1031.
    Policy statements on ethical issues abound. If all organisations which produce mission statements, codes of practice or ethical codes were, therefore, ethical in conduct and performance, business ethics would be non-problematic. However, the effectiveness of corporate codes of ethics is dependent, inter alia, on the day-to-day behaviour of managers.Interest in the impact of ethical codes and mission statements on managerial behaviour has grown in recent years. The assumption underlying this paper is that one way of enriching our understanding of the (...)
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  • Pollution, profits, and stakeholders: The constraining effect of economic performance on CEO concern with stakeholder expectations. [REVIEW]Robert S. Dooley & Linda D. Lerner - 1994 - Journal of Business Ethics 13 (9):701 - 711.
    This study examined the constraining effect of economic performance on the relationship between CEO stakeholder orientations and four pollution performance categories. Economic performance was found to moderate the relationship for two of the four categories. Additionally economic performance was found to consistently interact with some CEO stakeholder orientations and not others. Overall the results suggest that CEO concern with stakeholder expectations is in large part moderate by the economic performance of the firm.
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  • Morality and the Market: Consumer Pressure for Corporate Accountability.N. Craig Smith - 1991 - Journal of Business Ethics 10 (11):881-882.
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