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  1. Corporate Social Responsibility and Employee Engagement: Enabling Employees to Employ More of Their Whole Selves at Work.Ante Glavas - 2016 - Frontiers in Psychology 7.
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  • Corporate Social Responsibility and Organizational Psychology: An Integrative Review.Ante Glavas - 2016 - Frontiers in Psychology 7.
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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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  • Questioning the Domain of the Business Ethics Curriculum.Andrew Crane & Dirk Matten - 2004 - Journal of Business Ethics 54 (4):357-369.
    This paper reassesses the domain of the business ethics curriculum and, drawing on recent shifts in the business environment, maps out some suggestions for extending the core ground of the discipline. It starts by assessing the key elements of the dominant English-language business ethics textbooks and identifying the domain as reflected by those publications as 'where the law ends' and 'beyond the legal minimum'. Based on this, the paper identifies potential gaps and new areas for the discipline by drawing on (...)
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  • An Empirical Study of Leader Ethical Values, Transformational and Transactional Leadership, and Follower Attitudes Toward Corporate Social Responsibility.Kevin S. Groves & Michael A. LaRocca - 2011 - Journal of Business Ethics 103 (4):511-528.
    Several leadership and ethics scholars suggest that the transformational leadership process is predicated on a divergent set of ethical values compared to transactional leadership. Theoretical accounts declare that deontological ethics should be associated with transformational leadership while transactional leadership is likely related to teleological ethics. However, very little empirical research supports these claims. Furthermore, despite calls for increasing attention as to how leaders influence their followers’ perceptions of the importance of ethics and corporate social responsibility (CSR) for organizational effectiveness, no (...)
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  • The Politics of Stakeholder Theory.R. Edward Freeman - 1994 - Business Ethics Quarterly 4 (4):409-421.
    The purpose of this paper is to enter the conversation about stakeholder theory with the goal of clarifying certain foundational issues. I want to show, along with Boatright, that there is no stakeholder paradox, and that the principle on which such a paradox is built, the Separation Thesis, is nicely self-serving to business and ethics academics. If we give up such a thesis we find there is no stakeholder theory but that stakeholder theory becomes a genre that is quite rich. (...)
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  • Value dissonance and ethics failure in academia: A causal connection? [REVIEW]John G. Bruhn - 2008 - Journal of Academic Ethics 6 (1):17-32.
    Ethics failure in academia is not new, yet its prevalence, causes, and methods to prevent it remain a matter of debate. The author’s premise is that value dissonance underlies most of the reasons ethics failure occurs. Vignettes are used to illustrate value dissonance at the individual and institutional levels. Suggestions are offered for ways academic institutions can assume greater responsibility as a moral agency to prevent the occurrence of ethics failure.
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  • Recruitment strategies for encouraging participation in corporate volunteer programs.Dane K. Peterson - 2004 - Journal of Business Ethics 49 (4):371-386.
    Perhaps due to the numerous community and company benefits associated with corporate volunteer programs, an increasing number of national and international firms are adopting such programs. A major issue in organizing corporate volunteer programs concerns the strategies that are most effective for recruiting employee participation. The results of this study suggest that the most effective strategies for initiating participation in volunteer programs may not be the same as the strategies that are most effective in terms of maximizing the number of (...)
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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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  • Ethics and HRM.Michelle Greenwood & R. Edward Freeman - 2011 - Business and Professional Ethics Journal 30 (3-4):269-292.
    The development of an ethical perspective of HRM that is both employee centered and explicitly normative and, as such, distinct from dominant and criticalperspectives of HRM has progressed in recent years. Reliance on the traditional “threesome” of rights/justice theories, deontology and consequentialism, however, has limited debate to micro-level issues and the search for a “solution.” By understanding the employment relationship as a stakeholder relationship, we open the ethical analysis of HRM to the pluralism and pragmatism that stakeholder theory has to (...)
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  • Corporate Social Responsibility and Resource-Based Perspectives.Manuel Castelo Branco & Lúcia Lima Rodrigues - 2006 - Journal of Business Ethics 69 (2):111-132.
    Firms engage in corporate social responsibility (CSR) because they consider that some kind of competitive advantage accrues to them. We contend that resource-based perspectives (RBP) are useful to understand why firms engage in CSR activities and disclosure. From a resource-based perspective CSR is seen as providing internal or external benefits, or both. Investments in socially responsible activities may have internal benefits by helping a firm to develop new resources and capabilities which are related namely to know-how and corporate culture. In (...)
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  • Unmasking Corporate Sustainability at the Project Level: Exploring the Influence of Institutional Logics and Individual Agency.Jacqueline Corbett, Jane Webster & Tracy A. Jenkin - 2018 - Journal of Business Ethics 147 (2):261-286.
    Due to their consolidated nature, corporate sustainability reports often mask the evolution of organizations’ sustainability initiatives. Thus, to more fully understand the environmental performance of an organization, it is essential to examine the experiences of specific projects and how they relate to corporate sustainability. Based on case studies of green projects in four different organizations, we find that it is difficult to determine the environmental impact of a project a priori, even in cases where environmental considerations are included as part (...)
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  • The Importance of Stakeholders According to Business Leaders.Michelle Greenwood - 2001 - Business and Society Review 106 (1):29-49.
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  • Corporate-Sponsored Volunteering: A Work Design Perspective. [REVIEW]Karl Pajo & Louise Lee - 2011 - Journal of Business Ethics 99 (3):467 - 482.
    This study explored employee perceptions of participation in a corporate-sponsored volunteer initiative. Drawing on both questionnaire and focus group data, this study reaffirms the importance of altruistic concerns as a key driver for employee involvement in corporatesponsored volunteering. Characteristics of the volunteering activity also emerged as important determinants of employee's initial engagement and ongoing motivation for involvement in corporate-sponsored volunteering. In the same way that models of work design point to the value of enriched jobs, we see that there is (...)
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  • Stakeholder Influence Capacity and the Variability of Financial Returns to Corporate Social Responsibility.Michael L. Barnett - 2005 - Proceedings of the International Association for Business and Society 16:287-292.
    This paper argues that research on the business case for corporate social responsibility (CSR) must account for the path dependent nature of firm-stakeholderrelations, and develops the construct of stakeholder influence capacity (SIC) to fill this void. SIC helps to explain why the effects of CSR on corporate financial performance (CFP) vary across firms and across time, therein providing a missing link in the study of the business case. This paper distinguishes CSR from related and confounded corporate resource allocations and from (...)
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  • Stakeholder Legitimacy.Robert Phillips - 2003 - Business Ethics Quarterly 13 (1):25-41.
    Abstract:This paper is a preliminary attempt to better understand the concept of legitimacy in stakeholder theory. The normative component of stakeholder theory plays a central role in the concept of legitimacy. Though the elaboration of legitimacy contained herein applies generally to all “normative cores” this paper relies on Phillips’s principle of stakeholder fairness and therefore begins with a brief description of this work. This is followed by a discussion of the importance of legitimacy to stakeholder theory as well as the (...)
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  • Corporate Social Responsibility and Employee–Company Identification.Hae-Ryong Kim, Moonkyu Lee, Hyoung-Tark Lee & Na-Min Kim - 2010 - Journal of Business Ethics 95 (4):557-569.
    This study proposes two identification cuing factors to understand how corporate social responsibility relates to employees’ identification with their firm. The results reveal that a firm’s CSR initiatives increase employee–company identification. E–C identification, in turn, influences employees’ commitment to their company. However, CSR associations do not directly influence employees’ identification with a firm, but rather influence their identification through perceived external prestige. Compared to CSR associations, CSR participation has a direct influence on E–C identification. On the basis of these findings, (...)
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  • An Optimally Viable Version of Stakeholder Theory.J. Kaler - 2009 - Journal of Business Ethics 86 (3):297-312.
    This article is the final one in a series of four papers investigating the stakeholder approach to running businesses. It argues that the optimally viable version of that approach is one in which employees have a co-equal status as stakeholders with shareholders (the maximum allowed for under stakeholder theory) while other groupings only have a minimal status as stakeholders and are generally restricted to just customers, suppliers, and lenders. This version is argued for on the grounds that it both overcomes (...)
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  • A Scale for Measuring Consumer Perceptions of Corporate Social Responsibility Following the Sustainable Development Paradigm.Alejandro Alvarado-Herrera, Enrique Bigne, Joaquín Aldas-Manzano & Rafael Curras-Perez - 2017 - Journal of Business Ethics 140 (2):243-262.
    The aim of this research is to develop and validate a measurement scale for consumer’s perceptions of corporate social responsibility using the three-dimensional social, environmental and economic conceptual approach as a theoretical basis. Based on the stages of measurement scale creation and validation suggested by DeVellis and supported by Churchill Jr.’s :64–73, 1979) suggestions, five different empirical studies are developed expressly and applied to consumers of tourist services. This research involves 1147 real tourists from 24 countries in two different cultural (...)
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  • (1 other version)Corporate social responsibility as a participative process.Patrick Maclagan - 1999 - Business Ethics, the Environment and Responsibility 8 (1):43–49.
    Corporate social responsibility is frequently defined primarily in terms of the social and environmental impact of systemic organisational activity. This misses the point. To be applicable, corporate responsibility should be understood as a process, through which individuals’ moral values and concerns are articulated. Moreover, there are important grounds for asserting that such a process should be participative, involving employees . It seems inconsistent not to respect such groups’ right to an opinion, while at the same time purporting to be ethical (...)
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  • Do Employees Care About CSR Programs? A Typology of Employees According to their Attitudes.Pablo Rodrigo & Daniel Arenas - 2008 - Journal of Business Ethics 83 (2):265-283.
    This paper examines employees’ reactions to Corporate Social Responsibility programs at the attitudinal level. The results presented are drawn from an in-depth study of two Chilean construction firms that have well-established CSR programs. Grounded theory was applied to the data prior to the construction of the conceptual framework. The analysis shows that the implementation of CSR programs generates two types of attitudes in employees: attitudes toward the organization and attitudes toward society. These two broad types of attitudes can then be (...)
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  • (3 other versions)Corporate social responsibility and employee commitment.Jane Collier & Rafael Esteban - 2007 - Business Ethics, the Environment and Responsibility 16 (1):19–33.
    Effective corporate social responsibility policies are a requirement for today's companies. Policies have not only to be formulated, they also have to be delivered by corporate employees. This paper uses existing research findings to identify two types of factors that may impact on employee motivation and commitment to CSR ‘buy-in’. The first of these is contextual: employee attitudes and behaviours will be affected by organizational culture and climate, by whether CSR policies are couched in terms of compliance or in terms (...)
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  • Work group diversity.D. L. van Knippenberg & Michaéla Schippers - manuscript
    Work group diversity, the degree to which there are differences between group members, may affect group process and performance positively as well as negatively. Much is still unclear about the effects of diversity, however. We review the 1997-2005 literature on work group diversity to assess the state of the art and to identify key issues for future research. This review points to the need for more complex conceptualizations of diversity, as well as to the need for more empirical attention to (...)
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  • (1 other version)Corporate social responsibility as a participative process.Patrick Maclagan - 1999 - Business Ethics 8 (1):43-49.
    Corporate social responsibility is frequently defined primarily in terms of the social and environmental impact of systemic organisational activity. This misses the point. To be applicable, corporate responsibility should be understood as a process, through which individuals’ moral values and concerns are articulated. Moreover, there are important grounds for asserting that such a process should be participative, involving employees (and perhaps other stakeholders). It seems inconsistent not to respect such groups’ right to an opinion, while at the same time purporting (...)
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  • (3 other versions)Corporate social responsibility and employee commitment.Jane Collier & Rafael Esteban - 2007 - Business Ethics 16 (1):19-33.
    Effective corporate social responsibility policies are a requirement for today's companies. Policies have not only to be formulated, they also have to be delivered by corporate employees. This paper uses existing research findings to identify two types of factors that may impact on employee motivation and commitment to CSR ‘buy-in’. The first of these is contextual: employee attitudes and behaviours will be affected by organizational culture and climate, by whether CSR policies are couched in terms of compliance or in terms (...)
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