Is there a relationship between the psychological construct of hierarchic managerial role motivation and the moral construct of role-related ethical orientation? In this study we examine this question using responses from a sample of 147 business students in Hong Kong. Managerial role motivation or motivation to manage is defined as an internal force that leads select individuals to pursue, enjoy, and succeed in management positions in relatively large hierarchical organizations. As hypothesized, respondents with higher levels of managerial (...) role motivation demonstrated greater managerial role-related ethical orientation as compared with their less managerially motivated counterparts. Similarly, respondents with higher levels of respect for authority figures, competitive games, competitive situations, assertive role, imposing wishes, and a liking for routine administrative functions possessed greater ethical orientations. The research significance, limitations and future field applications are discussed. (shrink)

Who a manager is, as a person of moral character, has been only of tangential interest in social science definitions of management, which have focused on functions, roles, behaviors, and environmental influences. But how do managers themselves speak of managerial excellence? This paper answers this for a particular corporation, based on a three-phased research process that deliberately imposes no descriptive or normative categories, but allows the answer to emerge, listening to what managers themselves say when discussing excellent managers and (...) their behaviors. This approach finds that: (1) virtue ethics and virtue language is fluently used by practicing managers, (2) virtue language is important to understanding managerial excellence, and (3) whereas the set of virtues defining the excellent manager can be expected to be dependent on the societal, industry, and organizational context, such a set of manager virtues can be identified and prioritized within a particular organizational milieu. The implication is that, once an organization's management better understands the meaning of the excellent manager in terms of the virtue language already used by its own employees, it is better equipped to implement a practical ethic of virtues, one helpful toward recognizing and developing excellent managers. Ethics researchers are challenged to increase their understanding of extant virtue language as the basis for a renewed development of virtue ethics theory and applications. (shrink)

A study of 513 executives researched decisions involving ethics, relationships and results. Analyzing personal values, organization role and level, career stage, gender and sex role with decisions in ten scenarios produced conclusions about both the role of gender, subjective values, and the other study variables and about situational relativity, gender stereotypes, career stages, and future research opportunities.

In this paper I discuss the managerial template that has become the normative model for the organization of the university. In the first part of the paper I explain the corporatization of academic life in terms of the functional relationships that make up the organizational components of the commercial enterprise and their inappropriateness for the life of the academy. Although there is at present a significant body of literature devoted to this issue, the goal of this paper is to (...) explain the genesis of this phenomenon through a reference to the ideology that characterizes our modern secular age. This is the subject of the second part of the paper. Most texts seek to explain this ideological development either through the ever increasing dominance of economic rationalism, perceived conservatism of collegial forms of governance, the necessity to transfer fiscal responsibility in tight budgetary periods, the decline of the Keynesian ‘welfare consensus’, or the legacy of the power regimes that began to take shape in the liberal societies of the 19th century. I trace this development to the beginnings of Modernity and the Cartesian bifurcation that separated the material world from its spiritual and intellectual source and thereby overthrew the hierarchy of related values that informed both nature and human organization. In articulating this argument I make reference to the thought of Jacques Maritain, Charles Taylor and René Guénon. (shrink)

Over the past two decades, Victor and Cullen’s (Adm Sci Q 33:101–125, 1988 ) typology of ethical climates has been employed by many academics in research on issues of ethical climates. However, little is known about how managerial practices such as communication and empowerment influence ethical climates, especially from a functional perspective. The current study used a survey of employees from Taiwan’s top 100 patent-owning companies to examine how communication and empowerment affect organizational ethical climates. The results confirm the (...) relationship between these two managerial practices and organizational ethical climates. We discuss our results and their implications for both future academic research and practice. (shrink)

Due to the COVID-19 pandemic having radically changed the way we now work, many recent studies have focused on employees’ experiences and well-being, their performance and job satisfaction, and ways to ensure the best support for them when working from home. However, less attention has been given to managers’ experiences in adapting to the new role of distance management and supporting them with this transition. This study aims to explore how managers experienced distance management, and the perceived organizational support, and (...) the effect of organizational support has on their JSA during the first year of the COVID-19 pandemic. Data from 1,016 line, middle and top managers in Danish workplaces were collected in March 2021, 1 year after the start of the COVID-19 pandemic. We applied descriptive statistics, ANOVA, and partial least square structural equation modeling to investigate the relation of perceived organizational support and the JSA of distance managers. Control variables were the respondents’ demographic characteristics, specifically gender, age, and management level. The study offers insights into the managerial experiences of becoming a distance manager, helps to understand the relationship between POS and managers’ JSA, and shows a positive relationship similarly for the managers as for employees. The study shows that most managers found their work as distance managers more demanding and worked more hours. The data demonstrate that managers received the most support from their own employees and manager peers, whereas administrative support was largely lacking. The data also show that the majority of the managers prefer to manage from the office, but similarly, they can continue managing from a distance if needed post-pandemic. The study adds to the literature on workplaces’ transitioning to distance management and hybrid work and contributes to understanding the role of POS and managers’ JSA during this transition. Consequently, if an organization aims to offer hybrid work, improving support from top management and in-house support functions would help maintain or increase managers’ JSA. (shrink)

Over the past two decades, Victor and Cullen's (Adm Sci Q 33:101-125, 1988) typology of ethical climates has been employed by many academics in research on issues of ethical climates. However, little is known about how managerial practices such as communication and empowerment influence ethical climates, especially from a functional perspective. The current study used a survey of employees from Taiwan's top 100 patent-owning companies to examine how communication and empowerment affect organizational ethical climates. The results confirm the relationship (...) between these two managerial practices and organizational ethical climates. We discuss our results and their implications for both future academic research and practice. (shrink)

The article deals with the influence of organizational ethics program components on managerial ethical behavior. The main aim was to establish which EP components are perceived as valuable and useful to foster the ethical behavior of managers. Moreover, we also aimed to investigate the role of ethics training in this context and to explore whether it can potentially increase managers’ trust in EP components as effective tools for the promotion of ethical behavior. The article advances the EP theory in (...) several ways. It offers novel insights into both business ethics and EP development in the specific cultural and social circumstances of a former socialist country in the Central and Eastern European region, Slovakia. It shows that codes of ethics and related reporting and control mechanisms are perceived as the most effective EP components to shape managerial ethical behavior. Furthermore, based on empirical evidence, and to some extent contrary to prior theory, the article unveils three EP functions, namely the ‘compliance with group norms,’ the ‘ethics education through collective discussion,’ and the ‘counselling and resolving of ethical issues’ at workplace. In addition, the article shows that ethics trainings can help to boost the trust of managers toward EP components and might be conceptualized as a precursor for an effectively functioning EP. (shrink)

The study investigated the effects of three cultural variables – country of employment, race/ethnicity and religion – on managerial views of profit and 15 other business priorities. In total, 203 responses were obtained (120 randomly and 83 by quota) from executives and managers belonging to either of two race/ethnic groups (Caucasian and Chinese) and three religious denominations (Christian, Buddhist and Malay Muslim) located in three different countries (Australia, Singapore and Malaysia). Findings indicated that these three different cultural variables affected (...) (to varying degrees) the attitudes of managers towards profit and other related business concerns. Managers working in Malaysia, the Malay Muslims and Caucasians in particular, had the highest regard for profit whilst those employed in Australia were found, on the whole, to be the most (socially) considerate toward their employees, customers and environment. This study pointed to the need for cultural ethics as a complementary function in business. (shrink)

Purpose. This article is devoted to the case study of relevant linguacultural stereotypes of the particular organization’s managerial culture and based on corresponding results the inquiry of the discourses formation features associated with the lexico-semantic meanings dispersion of (Foucault). -/- Methods and Procedure of Research. Top managers of a large Ukrainian enterprise (67 respondents) were asked to arbitrarily describe the following concepts – “manager”, “subordinate”, “managerial style”. Each concept was differentiated according to the principle of the lexico-semantic opposition (...) (“productive – counterproductive”). The obtained set of texts was lemmatized and a frequency analysis of the lemmas was carried out as well. Collocations were also evaluated, in particular, repeated n-grams were identified. In the further analysis were used all detected n-grams and those lemmas, the observed frequencies of which statistically significantly exceeded the expected ones. -/- Results. Discourse formation features are determined by the paradigmatic relations of lexico-semantic units (words) and their semantic linear compatibility. The paradigmatic dispersion of a discourse is represented by the quality of connections between lemmas according to the criterion of the paradigm types to be found. Also informative is the assessment of the lemmas number (granularity of the discourse) and the spectrum diversity of paradigmatic relations in the discourse. These parameters reflect the properties of homogeneity/complexity of discourse meanings dispersion. The syntagmatic dissemination of discourse is manifested by the features of the words semantic linear interrelationship in each n-gram. This parameter reflects the quality of rationalizations (verbal-logical chains) associated with the corresponding discourses. The length of n-grams (the number of words) is also indicative – the higher n, the more differentiated the discourse is and vice versa. Matching the words semantics in n-grams with lemmas allows one to draw a conclusion regarding the internal consistency (integration) of the discourse. -/- Conclusions. Psycholinguistic tools can be effectively used in an organizational phenomena study. In particular, the frequency analysis of lemmas, their lexico-semantic evaluation, as well as the qualitative analysis of n-grams in the problem-targeted texts of respondents allows one to solve applied research issues related to the assessment of current linguacultural trends in an organization and understanding their possible causes. Managerial culture, as a linguacultural phenomenon, is represented by a set of stably reproduced discourses in the process of the organization’s functioning. At the same time, discourses are constituted by the dispersion of meanings (words), which is being realized in two linguistic dimensions – paradigmatic and syntagmatic ones. (shrink)

The article presents the results of the study of young scientists and their role in the functioning of research teams and the academic system. It shows why this topic has not only applied relevance connected with the theoretical justification of science policy but also concerns fundamental issues of philosophy of science. The nature of the structural organization of scientific teams and the scientific community as a whole is discussed. It is argued that science shares with other social institutions a socio-epistemic (...) hierarchy, involving the division of participants into more and less experienced ones, performing certain functions in accordance with the available amount of knowledge and skills. It is shown that this hierarchy is supported by the system of division of labor in science, but does not lead to the formation of a rigid structure, which is reflected in the mismatch of social and cognitive hierarchies of research teams. It is also shown that the contribution of young scientists to the overall scientific result can not only be great due to the appearance of young geniuses. Scientific youth performs a number of cognitive and social functions that are system-forming and are not duplicated at other levels of the scientific hierarchy. These functions may undergo changes depending on the general state of both a separate research area and the scientific system as a whole. This makes the research of scientific youth promising for studying the transformations of science as a social institution and a cultural and historical phenomenon, in particular, for analyzing scientific communications that constitute the scientific community as a collective subject of scientific knowledge, and changes in scientific ethos. (shrink)

Functional diversity is related to functional areas in which CFOs are experienced. It reflects their number of general managerial skills or social ties to some extent. In this paper, we try to examine whether there is an association between CFO functional diversity and the timeliness of annual reports. Using data on Chinese listed firms from 2009 to 2017, we found that in state-owned enterprises, there is a negative relationship between this diversity and timeliness. However, the promotion incentive of CFOs (...) with functionally diverse experience can weaken this negative relationship. We also found that there is a positive relationship between the two factors in private enterprises whose offices are headquartered in regions with a low degree of marketization. We use difference-in-differences method to test the hypotheses again. The conclusions remain robust. (shrink)

A review of extent business ethics research uncovered well over 200 published articles that investigated the role of job functions within a business organization as an explanatory factor of ethical or unethical behavior. While an important body of work, ethical breaches are often found to cut across job functions and involve multiple disciplines embedded in a business organization. This research seeks to explore a crossfunctional explanation for ethical reasoning by using an instrument new to business ethics research, the Wason selection (...) task, but well-grounded and validated in cognitive research and evolutionary psychology, to assess an individual's ability to detect rule-based social contract violations. A sample of 276 full-time business practitioners, enrolled in part-time M.B.A. programs, from the accounting, finance, information technology, marketing, supply chain, and human resource management job functions were compared on their ability to detect rule violators across a series of production scenarios in the Wason selection task. Rates of cheater detection were calculated to determine if substantive differences existed across job functions. This was followed by a series of pairwise comparisons of percentages of cheater detection across the job functions using z-tests for assessing statistical significance. The data analysis showed differences in cheater detection, with most of the variance due to the marketing job function group. Insights from this study for scholars, educators, and practitioners in the business ethics field are discussed. (shrink)

The authors use the theoretical notion of anomie to examine the impact of top management's control mechanisms on the environment of the marketing function. Based on a literature review and in-depth field interviews with marketing managers in diverse industries, a conceptual model is proposed that incorporates the two managerial control mechanisms, viz. output and process control, and relates their distinctive influence to anomie in the marketing function. Three contingency variables, i.e., resource scarcity, power, and ethics codification, are (...) proposed to moderate the relationship between control mechanisms and anomie. The authors also argue for the link between anomic environments and the propensity of unethical marketing practices to occur. Theoretical and managerial implications of the proposed conceptual model are discussed. (shrink)

In its proposals for a Performance Related Pay scheme for teachers the Labour Government has presented appraisal as having a dual role. It is to be used to determine the pay of teachers making reference to quantitative targets; and to facilitate teachers' professional development. This article examines the tensions between these two functions of appraisal.

The digital revolution has generated huge changes in the world of work, with relevant implications for the Human Resources Management function. New challenges arise in facing digital work, digital employees, and digital management, such that the connection between new technologies and HRM is now described as electronic HRM. Challenges and connection entail the possibility to review the notion of HRM itself, examining new research perspectives and lines of interpretation following a Critical Management Studies approach, thus developing a more contextualized (...) view in conceiving HRM, a more expansive consideration of stakeholders, and a longer-term perspective in approaching the results of digital transformation and HRM outcomes. The article analyzes a specific organizational case, involving a multinational enterprise, and explores how the case study enhances the understanding of HRM as a social practice embedded in specific situated contexts. Such a conception enables the engagement of multiple rationalities, related to both internal and external stakeholders, overcoming a “mere antiperformance stance” and achieving forms of reconstructive reflexivity concerning the interconnection between the digital age, HRM, and the innovative generation of social value through an authentic corporate responsibility. (shrink)

It is time to transcend the arid debate between rationality and ir-, a-, or non-rationality as our basic assumption about human agency.1 There are powerful arguments and extensive evidence both for and against the rationality assumption, with heavily defended entrenchments on both sides. Managers and management scholars continually make at least tacit assumptions about how they expect others to behave. If only we could have in both theory and practice the coherence and precision of rational models as well as the (...) descriptive richness of ‘behavioural’ approaches. The message of this paper is that perhaps we can. The advent of consciousness studies and, more recently, neuroeconomics would seem to indicate the way forward to transcend the opposition in some kind of synthesis. This paper investigates rationality in the light of Daniel Dennett’s thesis that it is at the core of all intentionality that is the defining characteristic of mental phenomena. Neuroeconomics seeks to enhance understanding of agency by investigating new insights on the materialist basis of mental phenomenology in the neurophysiology of the brain and nervous system. Experimental evidence mapping intentional states onto neurophysiological states is emerging, some researchers even claiming to have found a ‘neurophysiological utility function’. Dennett closes the circuit by locating the existence of brain-hardware supporting satisficing intentional choice and action as the output of evolutionary ‘design’. The dichotomy is transcended: satisficing models (of which normative optimising rational choice models are a reasonable abstraction) are a good basis both for statistical prediction of the behaviour of large numbers, and as the first base on which to construct and refine a model of expectation-formation about particular types of agent and then of individual agents. Using both the old (‘external’) and the new (sub-individual) behaviourism as well as work on unpacking the abstract notion of rationality, we can concretise optimising rational choice both generally, for epistemic theory-building purposes, and specifically for understanding and deploying models of managerial agency. Such models will need to incorporate emotion with cognition in an integrated approach. (shrink)

Expert knowledge - a concept associated with Ryle’s distinction of knowledgethat and knowledge-how - functions in distinct areas of knowledge and social expertise. Consisting of both propositional and procedural knowledge, expertise is performative in its essence. It depends not only on expert’s experience and cognitive competences, but also on his or her social and institutional position. The paper considers the role of heuristic and intuitional abilities, including particular experts’ cognitive biases, as the vital and indispensable part of expertise. On the (...) basis of selected managerial and juridical examples it analyzes the epistemological issues: the autonomy versus dependence of expert knowledge as well as the influence of social-cognitive circumstances on expertise. (shrink)

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 (...) from the multiple objectives that accompany traditional stakeholder theory. I also discuss the Balanced Scorecard, which is the managerial equivalent of stakeholder theory, explaining how this theory is flawed because it presents managers with a scorecard that gives no score—that is, no single-valued measure of how they have performed. Thus managers evaluated with such a system (which can easily have two dozen measures and provides no information on the tradeoffs between them) have no way to make principled or purposeful decisions. The solution is to define a true (single dimensional) score for measuring performance for the organization or division (and it must be consistent with the organization’s strategy), and as long as their score is defined properly, (and for lower levels in the organization it will generally not be value) this will enhance their contribution to the firm. (shrink)

Instrumental Stakeholder Theory has begun to suffer from what might be termed “mission drift.” Despite its initial success in creating a foothold for ethics in managerial decision-making, the efficiency arguments which now dominate this research stream have become counterproductive to the original goal of connecting ethics and capitalism. We argue in this paper that the way forward is by re-centering contingency, conversation, and inefficiency in stakeholder theory. To start this process, there needs to be a reckoning of some unintended (...) impacts of the success of the instrumental stream of stakeholder research. For a contrasting approach, we draw on Richard Rorty’s pragmatism and its foundation of ethical “irony,” a state of continuous doubts about the utility of one’s moral vocabulary. We offer a Rortian approach to stakeholder theory, unearthing the possibility for new corporate target functions in the goals of harm reduction, solidarity, and social mobility, the foundational building blocks of an ironist ethical perspective. (shrink)

This study asked managers with different educational backgrounds and experience from a variety of industries of a variety of sizes representing both genders and various predominant managerial functions at different levels to “describe the skills they think are necessary to perform their jobs effectively”. In particular, they were asked to rank 178 behavioral skills presented under 22 different categories that described different aspects of management. Data were then examined first to determine the importance of ethics or integrity overall in (...) the group of managerial activities and then to explore how specific ethical activities of managers differ across various managerial and organizational characteristics. Findings indicate that ethics is still considered one of the least important skills necessary in managers’ daily work. However, once specific ethical activities are analyzed separately, significant differences are found across characteristics of managers, as well as those of the organizations at which they work. (shrink)

The decision making process is an important aspect of the managerial function that is becoming increasingly complex due to technological and global impacts. It is essential, therefore, to understand why various managers approach the decision making process differently. One area that is related to how managers perceive and process the information that is associated with decision making, is that of decision style.It is not enough, however, to explore decision style in isolation, as some of the decisions that managers (...) make often entail ethical components concerning the ability to balance the interests of diverse groups. Moral reasoning is therefore important for every manager, and could impact the decision style that is employed by such managers. The relationship between managerial decision style and moral development is one that could provide unique insights into the area of decision making, yet it is an area that has remained relatively unexplored. (shrink)

The purpose of the research is to determine the degree of influence of the participants of any system on the organization of operational and strategic projects, the specifics of organizing interaction with stakeholders in order to meet their own needs and the needs of stakeholders for security, and an increase in personal satisfaction. In the article, the authors focus on key groups of stakeholders and consider the issues of managing relations with media organizations, government bodies, business partners, the scientific community, (...) investors and the organization's personnel. Scientific novelty lies in the combination of previously incompatible managerial functions of leaders to achieve the best result. As a result, recommendations were developed for the direction of development of the activities of stakeholders in Russia. (shrink)

Moral distress is a concept used to date in clinical literature to describe the experience of staff in circumstances in which they are prevented from delivering the kind of bedside care they believe is expected of them, professionally and ethically. Our research objective was to determine if this concept has relevance in terms of key health care managerial functions, such as priority setting and resource allocation. We conducted interviews and focus groups with mid- and senior-level managers in two British (...) Columbia (Canada) health authorities. Transcripts were analyzed qualitatively using constant comparison to identify key themes related to moral distress. Both mid- and senior-level managers appear to experience moral distress, with both similarities and differences in how their experiences manifest. Several examples of this concept were identified including the obligation to communicate or ‘sell’ organizational decisions or policies with which a manager personally may disagree and situations where scarce resources compel managers to place staff in situations where they meet with predictable and potentially avoidable risks. Given that moral distress appears to be a relevant issue for at least some health care managers, further research is warranted into its exact nature, prevalence, and possible organizational and personal responses. (shrink)

Stakeholder theory is an important part of modern business ethics. Many scholars argue for a normative instead of an instrumental approach to stakeholder theory. Recent examples of such an approach show that problems appear with respect to the ethical foundation as well as the specification of the norms and the relation between corporate and individual responsibilities. This paper argues for the relevance of Aristotle's ideas on ethics and politics, and especially the link between them, for stakeholder theory. An Aristotelian approach (...) suggests that the corporation should be considered as existing to allow the decision maker, who normally is a manager, to live a complete and good life and to make decisions that involve the interests of different stakeholders. This approach leads to a number of implications regarding the role of organizational politics and the managerial function. (shrink)

This study re-examined the impact of personal and organizational values congruency on positive work outcomes and investigated the extent to which this relationship is affected by demographic variables. Data collection paralleled an earlier study (Posner and Schmidt, Journal of Business Ethics 12,1993, 341) and validated those findings, lending additional credibility to the continuing importance of this phenomenon. Both personal values congruence and organizational values clarity were significantly related to commitment, satisfaction, motivation, anxiety, work stress, and ethics using a cross-sectional sample (...) of 711 managen from across the United States. Gender, educational level, and functional area did not impact these relationships, although years of experience (expressed by age, managerial experience, and hierarchical level) did make a difference. (shrink)

Current managerial discourse and practices are dominated by the pioneering ideology of neo-liberalism, which translates to individual self-interest. This mode of functioning results in socially and environmentally dysfunctional organizations. The root cause of this phenomenon is the organization’s narrow focus on profitability and short-term pursuits. Strategy is short-term and narrowly focused and excludes aspects of business that benefit from longer term thinking such as competitiveness and sustainability. Integrating a spiritual perspective and cultivating spiritual qualities and vision in the individuals (...) making up an organization leads to broader, long-term focus and fosters business competitiveness and sustainability. One approach to implementing spirituality is Practical Compassion, an approach drawn from seers, sages and ancient wisdom. This article discusses a down to earth and practical approach to implementing spirituality in the corporate environment. We will explore implementation (and measurement) of this approach by use of some of the popular performance measurement frameworks and models. The aim is to conceptualize, develop, and foster the use of a ‘spirituality scorecard’ as a tool to implement spirituality. We explore the methods and implications of integrating this approach in some of the world’s leading corporations by demonstrating use of the spirituality scorecard. (shrink)

The urgency of the research topic is that the theoretical and methodological principles of psychology of managerial activity of the head in the conditions of the information society help to increase the levers of management and guidance. The purpose of management - the receipt of the desired result, which must be obtained after the actions of the management of the head as the main operating force, which is heading for transformations, tries to increase the self-governing principle in the organization. (...) The problem of research is that for effective management it is necessary to develop reliable mechanisms for the identification and development of manager's abilities, to increase the level of professionalism and competence of the head to the highest level, so that the management organism does not disorient. A person who works as a specialist, a professional, a competent person can be qualified to carry out the work of a manager. The hypothesis is put forward that the manager of a high level of professionalism and competence is able to form the psychological foundations of the organization, so that it worked as a single social organism. The task of the research is to analyze the psychological foundations of management activity in the conditions of the information society, which would allow the most optimal management of a particular organization. The methodological foundations of the psychology of management as the basis of effective leadership include methods of cultural development, which are used to solve the problems of organization, the formation of psychological culture, devoid of conflicts, contradictions, disasters. Methodological basis of scientific research of psychological principles of administrative activity as the basis of effective management are methods, such as system, structural, structural-functional, historical, comparative, which allow to achieve a higher level of organization and self-organization at the expense of skilful leadership. Therefore, the manager must use the whole set of methods, techniques, algorithms of actions, techniques, methods of achieving certain results that will lead to the management of a high level. It is concluded that the determinants of the optimization of the managerial psychology of the head is a model aimed at regulating relationships, which would use the resources of the information society, which is based on high information provision for improving the efficiency of management work. (shrink)

The dominant managerial discipline in U.K. companies is finance. Accountants are often viewed as being concerned with what is measurable, definite and controllable. The emphasis is on professional conduct, independence, objectivity, technical competence and confidentiality. This paper explores the concept that the growth of professionalism has created an environment in which functional specialists have different ethical perspectives. The pre‐eminence of accountants is now being challenged by the marketers, a profession that takes a much wider view of business ethics. This (...) development is bound to have implications for corporate perspectives on business ethics. The paper gives the views of a focus group of managers from other disciplines on the relations between accountants and marketers, and analyses the potential for better understanding between the two groups and the implications of this for business ethics. (shrink)

In psychological and managerial literature, the meaning of work boasts a long tradition; in this topic, scholars and researchers have explored sources of meaning and meaningfulness of the working activity in workers' motivations, values, and beliefs. Less attention, however, is given to the function work has in terms of signifier of each individual's personal identity. This article aims at deeply examining the relationship between identity construction and meaning of work, focusing on this theme through the exploration of Charles (...) Bukowski's narrative world. My attention was particularly focused on representations and emotional connotations characterizing the relationship between identity and work, deduced by the content analysis of his literary production. Bukowski's difficult working experience sustainability intersects with the instability scenario of the second postwar period in the United States, recursively affecting the development of a self-reflexive thought around which an idea of oneself could be modeled. In this sense, the author's experience is paradigmatic for the contemporary condition, in so far as today's work experience, deprived of a shared meaning system, negatively influences the meaning attribution process involving one's own life experiences. (shrink)

The supply chain management function is currently undergoing a dramatic change: it is adopting an increasingly strategic role. However, this growing financial importance is matched in only a handful of exemplary companies by a greater contribution to environmental protection initiatives in the supply chain. This paper explores some of the obstacles to greater supply chain management involvement in environmental protection and offers suggestions for greener supply. At a personal level, the gap between public opinion on the environment and (...) class='Hi'>managerial values needs to be closed, and the support offered by management education and by professional bodies needs to be improved. Within the organisation, the reward structure for supply chain managers needs to move away from narrow economic criteria. Greener supply would also benefit from a larger supply chain management role in corporate strategy making; the function could even be offered a seat on the Board of Management. Changes to the mode of supply chain management, including improvements to the information flow on environmental issues, the decision–making tools used in the face of complex environmental challenges and novel approaches to supply chain management need to receive urgent attention. (shrink)

There has been noted that in the process of the development of economic relationship, improvement and technology integration, innovations and transformations implementation, increase in productivity and activity outcomes the principles of management, development and system functioning are changed, complemented and transformed. There has been found that to meet the goals of industrial enterprises development, encourage co-operation of all units in the system during development, make financial and economic, production and technical managerial decisions on the basis of systemic approach to (...) management, analysis of systems principles, development and management of phenomena and processes it is necessary to take into account the developed basic and additional principles of formation of the strategic management system of the industrial enterprise development. The basic principles are: flexibility, integrity, optimality, efficiency, productivity; the additional ones: rationality, correspondence, dynamism, control. The multitude of the mentioned principles has been formed according to managerial actions that correspond to the stage of the formation of the development goal (correspondence and dynamism principles), stages of development management (flexibility, integrity, optimality, rationality, control principles) and stages of development goals realization (efficiency and productivity), which ensures specification of the role and principles in the process of the industrial enterprise development. The principles are subdivided according to subsystems of inner state (production and realization - flexibility principle, financial state - integrity, resource state - flexibility principle), the subsystem of outer state (correspondence and dynamism principle). There have been determined principles that characterize the functioning of all subsystems within the system of strategic management of development during the formation of managerial decisions (optimality, rationality and control principles) and during the results of the industrial enterprise development (efficiency and productivity principles). (shrink)

This article probes key issues that remain unexplored, misconstrued, or unsettled in the guild-organized soapmaking industry in Constantinople, as they relate to its organization, modus operandi, and the degree of state intervention. Neither the state nor the guild attempted to micromanage the firms' activities, as the number and size of workshops, the number of hired workers, production methods, quantity and quality of output were outside their purview. Prices and wages were determined by market forces. Training of apprentices was streamlined to (...) match the industry's capacity. Proliferation of small scale workshops was due primarily to managerial constraints and limited borrowing capacity — not to deliberate state policy to check enterprise growth. Regulations of agoranomic nature aimed to ensure the orderly function of the marketplace, correct business conduct, and consumer protection. Equality of opportunity rather than equality of economic results was the foundation of the state's industrial policy. (shrink)

This dissertation sets out Dewey's theory of society, as outlined in the lecture notes for his courses on social and political philosophy between 1923 and 1928. I argue that Dewey had tripartite theory of economic processes, political/legal structures and social-moral functions that focuses on the relationship between material/technological forces and the institutions established to direct them. ;The first section presents and then refutes the charge that pragmatic social thought reduces thought to sheer efficiency and is therefore unable to resist ideology. (...) The primary dispute was between the turn toward objectivist methodology in American social science, frequently attributed to Dewey's influence, and those who saw this turn as a decline into crude, instrumental reason. Unlike the objectivists, instrumentalism incorporated ideas of intersubjectivity, value, and reflexivity. He did not believe that democracy could be best served by a managerial elite who sharply divides facts from values and means from ends. ;The second section comprises the positive presentation of Dewey's social theory. Chapter three discusses economic processes. I set out the organic model that guides his early and late economic theory and how Dewey draws from J. A. Hobson's theory of underconsumption to organize a coherent set of specific economic proposals during the Great Depression. Chapter four presents Dewey's theory of political structures, laws, institutions and habits that shape the direction of material life. But these structures may come in time to restrain further economic and technological growth. The final chapter takes up the breakdown of traditional structures, the reconstruction of which Dewey believed to be the fundamental problem of modernity. There is a need for new customs and institutions that continue traditional ideals of liberalism while being grounded in modern material conditions. The need, Dewey believed, was for a social theory that would understand the interplay of forces and institutions and direct them toward a democratic culture. ;I end with an epilogue on uses of Dewey's thought within contemporary social theory. The cheerful pursuit of instrumental reason by the neo-pragmatists Richard Rorty, Stanley Fish and Richard Posner is contrasted with recent work in the communitarianism/liberalism debate. (shrink)

At once provocative and inspiring_, Against the Flow_ is a work of polemic from an internationally respected writer and thinker on arts education. Peter Abbs argues that contemporary education ignores the aesthetic and ethical as a result of being in thrall to such forces as the market economy and managerial and functional dictates. He identifies the present education system as being inimical to creativity and authentic learning and instead, narrowly focused on the quantitative measuring of results. This absence of (...) a creative and ethical dimension in education has implications for art making in wider society. Art is shown as emerging from, and appealing to, the ironic postmodernist sensibility and mass media-led culture, while being devoid of philosophical significance. This book opens up a fresh and timely debate about the vital power of creativity in modern education. Drawing on examples from modern poetry, literature and visual art, it is an eloquent and passionate argument for the need to develop ethical and aesthetic energies to confront the growing vacuity of contemporary culture. (shrink)

What I want to argue is that when we talk about contemporary crisis in culture, the one way of beginning to come to terms with this is having to historicize and pluralize and contextualize the postmodernism debate. How does that relate to the vocation of the intellectual, given the challenge of the technical intelligentsia, given the challenge of the middlebrow journalist? What kind of role and function can the humanistic intellectual have in advanced capitalist society, given his or her (...) placement within the academic’s life of the professional managerial class of this particular society? (shrink)

This study investigates the relationship among ethical philosophy, thinking style, and managerial ethical decision-making. Based on the premise that business ethics is a function of culture and time, we attempt to explore two important questions as to whether the national differences in managerial ethical philosophies remain over time and whether the relationship between thinking style and ethical decision-making is consistent across different national contexts. We conducted a survey on Korean managers’ ethical decision-making and thinking style and made (...) a cross-cultural, cross-temporal comparison with the results presented by previous studies that surveyed Korean and US managers with the same questionnaire at different points in time. Our analysis revealed that Korean managers have become more reliant on rule utilitarianism for ethical decision-making over the last two decades, which is dominantly used by US managers, corroborating our convergence hypothesis built on social contracts theory. However, as opposed to previous research, we found that managers with a balanced linear and nonlinear thinking style do not necessarily make more ethical decisions compared to those with a predominantly linear or nonlinear thinking style. This study contributes to international business ethics literature by presenting a theoretical framework that may explain the convergence of ethical philosophies employed by managers in different national contexts over time, and that the relationship between thinking style and managerial ethical decision-making may not be universal, but contingent on contextual factors. (shrink)

After a crisis, broad and sweeping reforms are enacted to restore trust. Following the 2007-2008 Great Financial Crisis, the European Union has engaged in an ambitious overhaul of banking regulation. One of its centerpieces, the 2013 Fourth Capital Requirements Directive, tackles, amongst other things, the perceived pre-crisis failings in the governance of banks. We focus on the provisions that are aimed at reshaping bank boards’ composition, functioning, and their members’ liabilities, and argue that they are unlikely to improve bank boards’ (...) effectiveness or prevent excessive risk-taking. We criticize some of them for mandating solutions, like board diversity and the separation of chairman and CEO, that may be good for some banks but are bad for others, in the absence of any convincing argument that their overall effect is positive. We also criticize enhanced board liability by showing that it may increase the risk of herd behavior and lead to more serious harm in the event of managerial mistakes. We also highlight that the push towards unfriendly boards will negatively affect board dynamics and make boards as dysfunctional as when the CEO dominates them. We further argue that limits on directorships and diversity requirements will worsen the shortage of bank directors, while requirements for induction and training and board evaluation exercises will more likely lead to tick-the-box exercises than under the current situation in which they are just best practices. We conclude that European policymakers and supervisors should avoid using a heavy hand, respectively, when issuing rules implementing CRD IV provisions with regard to bank boards and when enforcing them. (shrink)

The paper starts with a case study of a medium-sized company in which a strong and successful change in the organisational form and job design took place. A bureaucratic organisation with highly-specialised jobs was converted into a new organisation in which employees became much more autonomous in managing their own work. This not only entailed new techniques and managerial systems but also a new anthropological vision. Bureaucratic rules were reduced, but not eliminated completely, and management became less authoritarian. Employees (...) could therefore apply greater entrepreneurial spirit, developing their talents in pursuit of the company’s common goals. It is argued that this new organisational form is ethically superior to the old, and reflects the basic requirements of the principle of subsidiarity. The ethical principle of subsidiarity holds that a larger and higher-ranking body should not exercise functions which could be efficiently carried out by a smaller and lesser body; rather the former should support the latter by aiding it in the coordination of its activities with those of the greater community. While the principle has usually been applied in a political context, this paper explores the principle as a moral base for organisational forms within business organisations. Finally, the principle of subsidiarity is analysed in the context of business organisations and proposed as an ethical guideline for organisational forms. This would help to mitigate the effects of those bureaucracies in which individuals, with their dignity, freedom, diversity and capacity for undertaking business activities with entrepreneurial spirit, are often not fully appreciated. (shrink)

There is a fundamental tension in business ethics between the apparent need to ensure ethical conduct through hierarchical control, and the encouragement of individuals' potential for autonomous moral judgement. In philosophical terms, these positions are consequentialist and Kantian, respectively. This paper assumes the former to be the dominant position in practice, and probably in theory also, but regards it as a misplaced extension of the more general managerial tendency to seek and maintain control over employees. While the functions of (...) such control are recognized, the arguments in favour of individuals' moral autonomy are pursued from both a Kantian and a social–theoretic perspective. Reference is made to Kohlberg's research on moral development that provides an insight into how individuals, through participation in debate with colleagues, might become more effective moral agents within organizational settings. This is contrasted with a managerial perspective, which pays lip service to individuals' right to such genuine involvement. The paper considers psychological manipulation and the legitimacy of managerial authority on matters of ethics, as opposed to in the purely technical context. The wider societal significance of such hierarchical power in organizations constitutes an important background to the paper. It is concluded that genuine, non‐manipulative, participation by employees is the way forward for the ethical management of business ethics. (shrink)

This article provides a historical contextualization of Corporate Social Responsibility and its political role. CSR, we propose, is one form of business–society interactions reflecting a unique ideological framing. To make that argument, we compare contemporary CSR with two historical ideal-types. We explore in turn paternalism in nineteenth century Europe and managerial trusteeship in early twentieth century US. We outline how the political responsibilities of business were constructed, negotiated, and practiced in both cases. This historical contextualization shows that the frontier (...) between economy and polity has always been blurry and shifting and that firms have played a political role for a very long time. It also allows us to show how the nature, extent, and impact of that political role changed through history and co-evolved in particular with shifts in dominant ideologies. Globalization, in that context, is not the driver of the political role of the firm but a moderating phenomenon contributing significantly to the dynamics of this shift. The comparison between paternalism, trusteeship, and contemporary CSR points to what can be seen as functional equivalents—alternative patterns of business–society interactions that each correspond, historically, to unique and distinct ideological frames. We conclude by drawing implications for future theorizing on CSR and stakeholder democracy. (shrink)

This article attempts to understand the state of teaching, training and research in business ethics in the South and South East Asian region. The countries surveyed are Bangladesh, Bhutan, Cambodia, India, Laos, Malaysia, Myanmar, Nepal, Pakistan, Sri Lanka, Thailand and Vietnam. The diversity across countries in the region is high in terms of economic development, political structuring and human development. The degree of privatization and globalization is varied across countries since each of them is in a different phase of transition. (...) In an earlier survey on Business Ethics, published in 1997, India was the only country from this region that was represented. In the current survey, 12 countries from the South and South East Asia are represented. While Business Ethics in academia is widely present, Corporate Social Responsibility, Governance and Sustainability though relatively new appear to be growing rapidly. Business Ethics courses tend to focus on functional ethics, managerial ethics and implementing codes of ethical conduct. Across the 12 countries, Business Ethics is taught either as an elective or a core course in most institutions. Training emphasis across countries is varied. While training institutions in India appear to be high, the presence of multinational consultants in Thailand, Malaysia, Bangladesh and Sri Lanka is significant. The research focus across countries in the region is weak. The high convergence on the top issues in Business Ethics, across respondents in different countries, is worthy of mention. (shrink)

Formulating and translating corporate social responsibility strategy into actual managerial practices and outcome values remain ongoing challenges for many organizations. This paper argues that the human resource management function can potentially play an important role in supporting organizations to address this challenge. We argue that HRM could provide an interesting and dynamic support to CSR strategy design as well as implementation and delivery. Drawing on a systematic review of relevant strategic CSR and HRM literatures, this paper highlights the (...) important interfaces between CSR and HRM and develops a conceptual model, the CSR-HRM co-creation model, which accounts for the potential HRM roles in CSR and identifies a range of outcome values resulting from a more effective integration of the role of HRM within CSR. The paper concludes with relevant theoretical and managerial recommendations that advance our understanding of the potential interfaces between HRM and CSR and how HRM can support a systematic and progressive CSR agenda. (shrink)

Globalization, with its undisputed benefits, also presents complex moral challenges that business leaders cannot ignore. Some of this moral complexity is attributable to the scope and nature of specific issues like climate change, intellectual property rights, economic inequity, and human rights. More difficult aspects of moral complexity are the structure and dynamics of human moral judgment and the amplified universe of global stakeholders with competing value claims and value systems whose interests must be considered and often included in the decision-making (...) process. While managing moral challenges is considered in management literature to be a legitimate and crucial function of business leadership, the complexity of moral challenges in a globalized business culture stretches the managerial capacities of individuals who rely on a personal moral compass and their own wisdom traditions of philosophy or religion for guidance. The Global Moral Compass introduces an expanded epistemic value framework as an aid to understanding and managing moral complexity in a globalized business culture. (shrink)

Social activism against companies has evolved in the 50 years since Rachel Carson first put the US chemical industry under pressure to halt the indiscriminate use of the chemical DDT. Many more companies have come under the spotlight of activist attention as the agenda social activists address has expanded, provoked in part by the internationalization of business. During the past fifteen years, companies have begun to formulate corporate responsibility (CR) policies and appointed management teams dedicated to CR, resulting in a (...) change in the way companies interact with social activists. This paper presents findings from a longitudinal case study of managerial responses to social activism targeted at a company with relatively well-advanced CR practices and reputation. The case describes the unfolding of the internal processes over an 8-year period, including the role played by different managers and the tensions in the decision-making processes. The findings emphasize how values and beliefs in the company interact with economic arguments and how those are mediated through functions and relationships in the company and beyond. The paper shows how critical managers’ understanding of the motivations of activists behind the campaign is in shaping their actions. It reveals the paradoxical outcomes that can result from social activism at the level of the firm, the industry, and the field. (shrink)

The article aims to define the management mechanism of complex, open dynamic systems with human participation. The following parts of the system life-cycle were identified and unified in the theoretical scope: general and specific compositional elements of repeating changes, marginal index boundaries, the dynamics of the compositional elements of the lifecycle, the key points of the change in the character of the index dynamics. In the practical scope, two common trends of socio-economical system life-cycle management are considered. The first trend (...) is the regulation of the comprising element ratio, which provides the increase in the duration of the maximally effective performance of a functioning system. The second trend is the regulation of the reproduction time of a new system. The systems life cycle aspects are investigated in almost all sciences and studied within many disciplines in the field of higher education. Therefore, deepening the mastery of scientific and methodological foundations of the life cycle of a complex open dynamic system is useful for any subject in everyday and practical activities. A human being – in the formation of own human capital. Families – when it is formed, the birth of children, the distribution of income and expenses. Companies – for efficient business activities. As well as local communities, local self-government bodies, public authorities and global entities within their profile activities. The results of the research provide the possibility of the development of applicable mechanisms for effectiveness and stability enhancement of managerial and entrepreneurial operation in business projects. (shrink)

Based on new survey evidence, this article analyzes the allocation of departmental responsibility for the management of corporate charitable giving within a sample of large U.K. companies. Several qualitatively different forms of management are identified, and a model of the determinants of the choice among these forms is estimated. The findings indicate that the allocation of internal responsibility for the management of corporate giving is significantly influenced by the extent and type of managerially perceived stakeholder pressures, organizational size, and industry (...) characteristics. The evidence indicates that, given the firm is sufficiently large to delegate the management of its charitable contributions, the choice over the location of control is largely a function of the nature of the prevailing forms of stakeholder pressure experienced by the organization. (shrink)

This paper develops and explores a pedagogical innovation for integrating virtue theory into business students' basicunderstanding of general management. Eighty-seven students, in 20 groups, classified three managers' real-time videotaped activitiesaccording to an elaboration of Aristotle's cardinal virtues, Fayol's management functions, and Mintzberg's managerial roles. The study's empirical evidence suggests that, akin to Fayol's functions and Mintzberg's roles, Aristotle's virtues are also amenable to operationalization, reliable observation, and meaningful description of managerial behavior. The study provides an oft-called-for empirical basis (...) for further work in virtue theory as an appropriate conceptual framework for the study and practice of management. The results indicate that virtue theory may be used to re-conceive our fundamental understanding of management, alongside its capacity to weigh moral judgment upon it. implications and suggestions for future research are discussed. (shrink)