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  1. The Emerging Concept of Responsible Innovation. Three Reasons why it is Questionable and Calls for a Radical Transformation of the Concept of Innovation.V. Blok & P. Lemmens - 2015 - In Bert-Jaap Koops, Ilse Oosterlaken, Henny Romijn, Tsjalling Swierstra & Jeroen van den Hoven (eds.), Responsible Innovation 2: Concepts, Approaches, and Applications. Cham: Springer International Publishing. pp. 19-35.
    Abstract In this chapter, we challenge the presupposed concept of innovation in the responsible innovation literature. As a first step, we raise several questions with regard to the possibility of ‘responsible’ innovation and point at several difficulties which undermine the supposedly responsible character of innovation processes, based on an analysis of the input, throughput and output of innovation processes. It becomes clear that the practical applicability of the concept of responsible innovation is highly problematic and that a more thorough inquiry (...)
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  • (1 other version)Managers' moral perceptions: change in Finland during the 1990s.Johanna Kujala - 2004 - Business Ethics, the Environment and Responsibility 13 (2-3):143-165.
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  • (1 other version)Corporate responsibility perceptions in change: Finnish managers' views on stakeholder issues from 1994 to 2004.Johanna Kujala - 2009 - Business Ethics, the Environment and Responsibility 19 (1):14-34.
    The purpose of this paper is to investigate the changes in Finnish managers' corporate responsibility perceptions from 1994 to 2004. Following earlier research, the concept of corporate responsibility is operationalised using the stakeholder approach. Empirically, we ask how managers' views on stakeholder issues have changed during the 10-year research period, and how managers' stakeholder orientation compares with their economic orientation. The data were collected using a survey research instrument in the years 1994, 1999 and 2004. The research results show a (...)
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  • Developing Organizational Trust Through Advancement of Employees’ Work Ethic in a Post-Socialist Context.Raminta Pučėtaitė & Anna-Maija Lämsä - 2008 - Journal of Business Ethics 82 (2):325-337.
    The paper highlights the dependence of the level of organizational trust on work ethic and aims to show that development of trust in organizations can be stimulated by raising the level of work ethic with organizational practices. Based on the framework by Kanungo, R. N. and A. M. Jaeger, Management in Developing Countries, pp. 1-23), historical-cultural analysis of the Lithuanian context is carried out. The country is chosen as an example of a post-socialist context where work ethic and trust in (...)
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  • The Effectiveness of Business Codes: A Critical Examination of Existing Studies and the Development of an Integrated Research Model.Muel Kaptein & Mark S. Schwartz - 2007 - Journal of Business Ethics 77 (2):111-127.
    Business codes are a widely used management instrument. Research into the effectiveness of business codes has, however, produced conflicting results. The main reasons for the divergent findings are: varying definitions of key terms; deficiencies in the empirical data and methodologies used; and a lack of theory. In this paper, we propose an integrated research model and suggest directions for future research.
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  • Current Ethical Issues in Polish HRM.Leo V. Ryan - 2006 - Journal of Business Ethics 66 (2-3):273-290.
    Contemporary HRM was introduced into Poland by the arrival of international corporations with their professional systems of Human Resource Management, which emphasizes ethical personnel management. This research is based on data collected from a questionnaire and interview of 40 women and men professional graduates of the 2004 Weekend MBA Program at Poznan University of Economics eliciting their perceptions of ethical issues in Polish HRM. The present Polish economic situation, with 19% unemployment, precipitates many ethical challenges. The questionnaire and interviews resulted (...)
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  • Fostering creativity and innovation without encouraging unethical behavior.Sherrie E. Human, David A. Baucus, William I. Norton & Melissa S. Baucus - 2008 - Journal of Business Ethics 81 (1):97-115.
    Many prescriptions offered in the literature for enhancing creativity and innovation in organizations raise ethical concerns, yet creativity researchers rarely discuss ethics. We identify four categories of behavior proffered as a means for fostering creativity that raise serious ethical issues: breaking rules and standard operating procedures; challenging authority and avoiding tradition; creating conflict, competition and stress; and taking risks. We discuss each category, briefly identifying research supporting these prescriptions for fostering creativity and then we delve into ethical issues associated with (...)
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  • (2 other versions)Global Business Ethics.Gerald F. Cavanagh - 2004 - Business Ethics Quarterly 14 (4):625-642.
    Three strategies for developing just and consistent global business practices are examined: 1) international treaties and agreements, 2) global codes of business conduct, and 3) voluntary self-restraint. International agreements investigated are: NAFTA, Global Warming Treaty, OECD Anti-Bribery Treaty and Infant Formula Agreement. The codes examined are the Caux Round Table’s Principles for Business, The Global Sullivan Principles and The United Nations Global Compact with Business. Each of these three strategies is probed for its relative strengths and weaknesses, and its prospects (...)
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  • An integrative model of organizational trust.R. C. Mayer, J. H. Davis & F. D. Schoorman - 1995 - Academy of Management Review 20.
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  • The Ethics of Organizations: A Longitudinal Study of the U.S. Working Population.Muel Kaptein - 2010 - Journal of Business Ethics 92 (4):601-618.
    The ethics of organizations has received much attention in recent years. This raises the question of whether the ethics of organizations has also improved. In 1999, 2004, and 2008, a survey was conducted of 12,196 U.S. managers and employees. The results show that the ethical culture of organizations improved in the period between 1999 and 2004. Between 2004 and 2008 unethical behavior and its consequences declined and the scope of ethics programs expanded while ethical culture showed no significant improvement during (...)
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  • The Ethical Context in Organizations: Influences on Employee Attitudes and Behaviors.Donald L. McCabe - 1998 - Business Ethics Quarterly 8 (3):447-476.
    Abstract:This field survey focused on two constructs that have been developed to represent the ethical context in organizations: ethical climate and ethical culture. We first examined issues of convergence and divergence between these constructs through factor analysis and correlational analysis. Results suggested that the two constructs are measuring somewhat different, but strongly related dimensions of the ethical context. We then investigated the relationships between the emergent ethical context factors and an ethics-related attitude (organizational commitment) and behavior (observed unethical conduct) for (...)
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  • (1 other version)Development of organizational trust among employees from a contextual perspective.Anna-Maija Lämsä & Raminta Pučėtaitė - 2006 - Business Ethics 15 (2):130-141.
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  • (1 other version)Development of organizational trust among employees from a contextual perspective.Anna-Maija Lämsä & Raminta Pučėtaitė - 2006 - Business Ethics, the Environment and Responsibility 15 (2):130-141.
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  • (1 other version)Managers' moral perceptions: change in Finland during the 1990s.Johanna Kujala - 2004 - Business Ethics 13 (2-3):143-165.
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  • Does it Pay to Be Ethical? Examining the Relationship Between Organisations’ Ethical Culture and Innovativeness.Elina Riivari & Anna-Maija Lämsä - 2014 - Journal of Business Ethics 124 (1):1-17.
    In this article, we examine the relationship between ethical organisational culture and organisational innovativeness. A quantitative empirical analysis is based on a survey of a total of 719 respondents from all levels of three Finnish organisations, both general staff and managers. The organisations belong to both the private and public sectors. The results of this study show that organisations’ ethical culture is associated with their organisational innovativeness, and that different dimensions of ethical culture are associated with different dimensions of organisational (...)
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  • When Organizations Don’t Walk Their Talk: A Cross-Level Examination of How Decoupling Formal Ethics Programs Affects Organizational Members.D. Kip Holderness, Barrie E. Litzky & Tammy MacLean - 2015 - Journal of Business Ethics 128 (2):351-368.
    This research illustrates dangers inherent in the gap created when organizations decouple ethics program adoption from implementation. Using a sample of 182 professionals in the pharmaceutical and financial services industries, we examine the relationship between structural decoupling of formal ethics programs and individual-level perceptions and behavior. Findings strongly support the hypothesized relationships between decoupling and organizational members’ legitimacy perceptions of the ethics program, psychological contract breach, organizational cynicism, and unethical behavior.
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  • Ethical Organisational Culture as a Context for Managers' Personal Work Goals.Mari Huhtala, Taru Feldt, Katriina Hyvönen & Saija Mauno - 2013 - Journal of Business Ethics 114 (2):265-282.
    The aims of this study were to investigate what kinds of personal work goals managers have and whether ethical organisational culture is related to these goals. The sample consisted of 811 Finnish managers from different organisations, in middle and upper management levels, aged 25–68 years. Eight work-related goal content categories were found based on the managers self-reported goals: (1) organisational goals (35.4 %), (2) competence goals (26.1 %), (3) well-being goals (12.1 %), (4) career-ending goals (7.3 %), (5) progression goals (...)
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  • (2 other versions)Special Issue: "Business Ethics in a Global Economy".Gerald F. Cavanagh - 2004 - Business Ethics Quarterly 14 (4):625-642.
    :Three strategies for developing just and consistent global business practices are examined: 1) international treaties and agreements, 2) global codes of business conduct, and 3) voluntary self-restraint. International agreements investigated are: NAFTA, Global Warming Treaty, OECD Anti-Bribery Treaty and Infant Formula Agreement. The codes examined are the Caux Round Table’sPrinciples for Business, The Global Sullivan Principlesand The United NationsGlobal Compact with Business. Each of these three strategies is probed for its relative strengths and weaknesses, and its prospects for developing ethical (...)
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  • (1 other version)Corporate responsibility perceptions in change: Finnish managers' views on stakeholder issues from 1994 to 2004.Johanna Kujala - 2009 - Business Ethics: A European Review 19 (1):14-34.
    The purpose of this paper is to investigate the changes in Finnish managers' corporate responsibility perceptions from 1994 to 2004. Following earlier research, the concept of corporate responsibility is operationalised using the stakeholder approach. Empirically, we ask how managers' views on stakeholder issues have changed during the 10‐year research period, and how managers' stakeholder orientation compares with their economic orientation. The data were collected using a survey research instrument in the years 1994, 1999 and 2004. The research results show a (...)
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  • (2 other versions)Global Business Ethics.Gerald F. Cavanagh - 2004 - Business Ethics Quarterly 14 (4):625-642.
    Three strategies for developing just and consistent global business practices are examined: 1) international treaties and agreements, 2) global codes of business conduct, and 3) voluntary self-restraint. International agreements investigated are: NAFTA, Global Warming Treaty, OECD Anti-Bribery Treaty and Infant Formula Agreement. The codes examined are the Caux Round Table’s Principles for Business, The Global Sullivan Principles and The United Nations Global Compact with Business. Each of these three strategies is probed for its relative strengths and weaknesses, and its prospects (...)
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  • Navigating cross-cultural ethics: what global managers do right to keep from going wrong.Eileen Morgan - 1998 - Boston: Butterworth-Heinemann.
    Through the personal stories of managers running global business, this book takes an inside look into the dilemmas of managers who are asked to make profits ethically according to the dictates of their company's ethics code. It examines what companies `think" they are doing to help managers in those situations and how those managers are actually affected. Thanks to the boost from the 1991 Sentencing Guidelines which minimizes penalties for companies with ethics codes caught in ethical wrongdoing, more than 85% (...)
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