This paper examines the role of the straight-commissioned salesperson in the context of agency theory and asserts that because the agent acts to benefit two principals, potential conflicts of interest arise. Temporal differences in receipt of rewards create a major conflict, while the firm's exhibition of both espoused and actual behaviors and information asymmetries intensify this conflict. Finally, in light of these inconsistencies, the ethical implications of the straight-commission compensation system are examined.

Research illustrates that social movements can fuel new markets and that these markets can create social change, but the role of leaders in this process is less understood. This exploratory interview-based study of the localism movement contributes to such understanding. It articulates the relationship of social movement leaders and the legitimacy of their organizations to new market creation. Specifically, leaders in this study engaged in a dual role to legitimize their organizations and to legitimize the movement. At an organizational level, (...) leaders chose strategies that conformed to a conventional organizational model of the social movement organization as a business network, much like a local chamber of commerce. At a movement level, the SMO’s level of legitimacy influenced the leader’s choice of strategies to grow a “local” market. These strategies aimed, primarily, to shape consumer purchase behavior and, secondarily, to foster the development of producers’ skills, and only in a tertiary way, to alter the nature of exchange. Finally, this study’s findings suggest a tension between the dual roles that may ultimately challenge the efficacy of the movement. (shrink)

This paper argues that current accountability mechanisms are inadequate to ensure that straight-commissioned agents meet their fiduciary obligations to their clients. In doing so, using agency theory, it revisits how the straight-commission compensation system creates agents’ dueling loyalties and recommends mechanisms of accountability organizations, agents, and/or clients can recognize and employ to ensure agents’ fiduciary obligations to their clients.

Rewards research typically examines how well incentives increase employees' productivity. By comparison, research in business ethics research focuses more on employees' ethical behavior than on their productivity per se. Yet, despite the bounty of literature in these two areas, little research specifically (a) links incentives to (un)ethical behavior and (b) focuses on relationships other than that between the employee-employer. This article reviews this neglect in detail, urges that future research address these gaps, and proposes a diagnostic model for use by (...) scholars to guide this future research and by practitioners to implement rewards in their organizations. (shrink)

This paper examines the discursive transformation of the historic American public market from that of a municipally regulated institution intended to ensure fair trade and equitable food distribution to “a public place” that emphasizes community identity and sociability. Using a semiotic analysis of interviews with 31 market managers of 30 historic and contemporary American public markets, data from historic documents, and multiple site visits, we compare the social construction of the contemporary public market to farmers markets, supermarkets, and the early (...) twentieth century public market. We analyze the meanings managers create in the contemporary public market to understand the administrative rationalities within which the public market operates. Our analysis reveals evidence of competing imaginaries active in the public market, organized around broad notions of “public benefit,” “community culture” and “institutional viability.” We propose that these tensions are embedded in the public market as an institution historically implicated in regimes of food distribution. In the contemporary context, we conclude, public markets largely substitute the spectacle of community and the image of an historic public life for a legally instated commitment to the just governance of food systems. (shrink)

Business and Society Review, Volume 127, Issue S1, Page 147-157, Spring 2022.

Abstract:This paper describes how anticipated age discrimination in the form of disparate treatment induces behavior that in effect constitutes gender discrimination. Potential employers often exhibit a common pattern of behavior that acts to discriminate against older workers entering a specific workplace. Women, at a decision-making point early in their lives, are aware of this pattern of discrimination. They perceive that it is important for them to establish their careers before they have a family because it will be more difficult for (...) them to enter the work force at a later age and excel at their careers. This anticipated age discrimination disparately impacts women, resulting in gender discrimination. (shrink)

This workshop was designed for faculty teaching at both the undergraduate and graduate levels who incorporate or wish to incorporate climate change and sustainability into their teaching repertoire. Following an introduction, the workshop addressed challenges, frameworks, and models for teaching about climate change and sustainability. Breakout sessions then focused on these three aspects of our teaching. The workshop concluded with a sharing of ideas from the breakout sessions and thoughts on moving forward. A resource list for teaching about climate change (...) was discussed at the workshop and is included herein. (shrink)

Couched in positive agency theory, it is shown that the straight-commission compensation system (SCCS) creates a conflict of interest between the agent''s and the client''s self-interests. Based on this, it is hypothesized that the SCCS will encourage agents to intend to act unethically towards their clients. Two hundred and forty five insurance agents in the U.S. were surveyed, with 59% responding. The results suggest that the SCCS does not significantly affect agents'' ethical intentions, positively or negatively. This lack of empirical (...) evidence may be due to the unique nature of the sample. Indeed, the company which enabled this sample appears to have found a practical solution to temper the potential negative effects of the SCCS in its commitment to selective hiring and marketing products which benefit both the client and the agent. (shrink)

In 1986, President Reagan created the Packard Commission, a blue-ribbon commission to investigate defense contracting procurement fraud. The Packard Commission''s major recommendation was for defense contractors to adopt ethics programs. Out of this recommendation emerged the Defense Industry Initiative (DII). This paper examines this Initiative and focuses on the DII''s six principles. In particular, this paper explores the implications the DII has had with respect to (1) pursuing intra-industry cooperation and setting industry-wide standards; (2) monitoring compliance; (3) the paradox inherent (...) to the DII as a facilitator for industry self-regulation; and, (4) why companies have enthusiastically adopted the directive. This paper concludes that the DII falls short of being an effective method of self-regulation because: (1) it does not achieve complete industry-wide cooperation; (2) it does not establish uniform standards of ethical conduct within the industry; (3) it does not hold the signatory companies accountable for creating a strong system of ethical conduct; and, (4) it does not relieve the organizational and market pressures to be unethical. (shrink)