Results for 'managers'

981 found
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  1.  20
    Foreword.Managing Editor - 1951 - Franciscan Studies 11 (3-4):v-v.
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  2. Chan ho mun and Anthony Fung.Managing Medical - 2002 - In Julia Lai Po-Wah Tao (ed.), Cross-cultural perspectives on the (im) possibility of global bioethics. Boston: Kluwer Academic.
     
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  3. Product Liability Reform: What Happened to.J. Prod Innov Manag - forthcoming - Substance.
     
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  4.  39
    Announcement and call for papers.Managing OrganisMional Change - 1993 - Journal of Business Ethics 12 (2):583-584.
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  5. 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' (...)
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  6.  50
    Investigating Influences on Managers’ Moral Reasoning.James Weber & David Wasieleski - 2001 - Business and Society 40 (1):79-110.
    Managers often face situations that challenge their ability to reason morally. Avariety of factors, including the issue itself and personal and organizational influences, may affect their responses. Using Kohlberg’s moral development theory and the Adapted Moral Judgment Interviewtechnique, we examine the influences of context, age, gender, type of work, and industry membership on 308 managers’ moral reasoning. No significant differences are found when considering age or gender. Differences are discovered when assessing the context of the dilemmas, managers (...)
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  7.  43
    Linking owner–managers' personal sustainability behaviors and corporate practices in SMEs: The moderating roles of perceived advantages and environmental hostility.Sonia Chassé & Jean-Marie Courrent - 2018 - Business Ethics: A European Review 27 (2):127-143.
    Drawing on managerial discretion and conflicting institutional logics literature, this study investigates the relation between the personal sustainability behaviors of owner–managers and the corporate sustainability practices of SMEs. The research proposes a contingency model that assesses the moderating effects of perceived economic advantages and environmental hostility on this relationship. Based on linear hierarchical multiple regression analyses of a cross-sectoral sample of French SMEs, the results suggest a positive influence of the manager's PSB on the SME's CS practices that appears (...)
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  8.  90
    Does gender influence managers’ ethics? A cross‐cultural analysis.Chung-wen Chen, Kristine Velasquez Tuliao, John B. Cullen & Yi-Ying Chang - 2016 - Business Ethics: A European Review 25 (4):345-362.
    The relationship between gender and ethics has been extensively researched. However, previous studies have assumed that the gender–ethics association is constant; hence, scholars have seldom investigated factors potentially affecting the gender–ethics association. Thus, using managers as the research target, this study examined the relationship between gender and ethics and analyzed the moderating effect of cultural values on the gender–ethics association. The results showed that, compared with female managers, their male counterparts are more willing to justify business-related unethical behaviors (...)
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  9.  34
    When sustainability managers' greenwash: SDG fit and effects on job performance and attitudes.James W. Westerman, Yalcin Acikgoz, Lubna Nafees & Jennifer Westerman - 2022 - Business and Society Review 127 (2):371-393.
    Sustainability managers represent a key stakeholder in implementing and diffusing sustainability initiatives. However, there is a significant gap in the literature examining the impact of greenwashing on sustainability managers. This research examines the effects of greenwashing on sustainability managers' job satisfaction, commitment, turnover intentions, and job performance from a social identity/person–organization (P‐O) fit perspective. Our sample consists of practicing sustainability managers (n = 125) in high‐ (77%) or mid‐level (23%) positions. Results indicate that perceived greenwashing negatively (...)
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  10.  38
    Ethical ideologies among senior managers in China.Bala Ramasamy & Matthew C. H. Yeung - 2013 - Asian Journal of Business Ethics 2 (2):129-145.
    The ethical judgment of Chinese business leaders has become increasingly important particularly due to the important role that China plays in the global economy. Previous studies tend to categorize Chinese managers as more relativist and thus more lenient in their ethical judgments. In this study we survey 256 senior managers from mainland China and find that they are in fact less relativist and more idealist than the global average. A significant portion of them are absolutists which imply that (...)
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  11.  84
    How sales managers control unethical sales force behavior.James B. Coninck - 1992 - Journal of Business Ethics 11 (10):789-798.
    Researchers have studied marketing ethics from several perspectives. Few studies, however, have analyzed supervisory reactions to unethical behavior by salespeople. The results of this study using a 2 × 3 factorial design showed that the performance level of the salesperson and the consequences of the salesperson''s actions influenced some types of discipline used by a sample of 246 sales managers. The findings both support and contradict prior research on how sales managers respond to unethical sales force behavior.
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  12.  65
    Conflicting Approaches of Managers and Stockholders in a Developing Country: Bangladesh Perspective.Muhammad Z. Mamun & Mohammad Aslam - 2009 - International Corporate Responsibility Series 4:317-335.
    In general it is found that the corporate managers and stockholders possess totally different view about good governance of a company. Managers strongly believe that governance of their companies is quite well but stockholders view that it is very poor. The study found that the groups differ in perception especially in terms of turnover, production, capital, leverage, debt service, credit policy, solvency, human resource, recruitment, technology, customer satisfaction, internal control, strength, opportunity, competition, industry position, collective bargaining agent (CBA) (...)
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  13.  33
    Israeli Nurse Managers' Organizational Values in Today's Health Care Environment.Tova Hendel & Michal Steinman - 2002 - Nursing Ethics 9 (6):651-662.
    The total value set of a working individual consists of three components: personal, professional and organizational values. In the light of the changing health care environment, the individual nurse manager’s values may no longer be applicable for coping with the needs of the work environment. For many nurses who developed their values in keeping with the humanistic tradition, the ‘new’ organizational values may create confusion, frustration and conflict. The purpose of this study was to determine if the organizational domain in (...)
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  14.  35
    Perceived conflict avoidance by managers and its consequences on subordinates' attitudes.Inju Yang - 2014 - Business Ethics: A European Review 24 (3):282-296.
    Conflict handling by managers gives rise to significant emotional and cognitive experiences for affected employees and has far-reaching effects on the effectiveness of a group and an organization. In this conceptual paper, we argue that despite many claims made by managers in their self-reports that they engage in either dominant or compromising conflict-handling strategies when managing conflict within a group, they may be perceived by employees as adopting neglect or avoidance behaviors. We examine how such perceived managers' (...)
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  15.  79
    Small-Business Owner-Managers’ Perceptions of Business Ethics and CSR-Related Concepts.Yves Fassin, Annick Van Rossem & Marc Buelens - 2011 - Journal of Business Ethics 98 (3):425-453.
    Recent academic articles point to an increased vagueness and overlap in concepts related to business ethics and corporate responsibility. Further, the perception of these notions can differ in the smallbusiness world from the original academic definitions. This article focuses on the cognition of small-business owner-managers. Given the impact of small-business owner-managers on their ventures, corporate responsibility and ethical issues can take a different route in SMEs. The small-business owner-manager is able to shape the corporate culture and to enact (...)
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  16.  50
    Managers, Workers, and Authority.Nien-hê Hsieh - 2007 - Journal of Business Ethics 71 (4):347-357.
    In this paper, I examine the case made by Christopher McMahon for managerial democracy. Specifically, I examine the extent to which McMahon’s account is able to address a series of objections against the case for managerial democracy as articulated by Thomas Christiano. Christiano articulates two sets of objections. First, Christiano argues that McMahon does not succeed in ruling out the possibility that managerial authority is best understood as promissory in its basis, in which case there is no presumption in favor (...)
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  17.  53
    A multidimensional approach to finnish managers' moral decision-making.Johanna Kujala - 2001 - Journal of Business Ethics 34 (3-4):231 - 254.
    This paper analyses managers'' moral decision-making, and studies the role of ethical theories in it by following the research tradition using the multidimensional ethics scale. The research question is: what kinds of ethical dimensions do Finnish business managers reveal when they are making moral decisions, and how have these dimensions changed in the 1990s? This question is answered by examining what kinds of factors emerge when the multidimensional ethics scale is used to analyse Finnish managers'' attitudes toward (...)
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  18.  11
    Do Managers Matter? The Role of Managerial Discretion in Corporate Social Responsibility Decisions.Susan Key - 1996 - Business and Society 35 (2):247-249.
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  19.  20
    Managers and New Corporate Constituencies: Ethics in Business Tomorrow.James W. Kuhn & Donald W. Shriver Jr - 1991 - The Ruffin Series in Business Ethics:3-30.
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  20. A Word to the Wise: How Managers and Policy-Makers can Encourage Employees to Report Wrongdoing.Marcia P. Miceli, Janet P. Near & Terry Morehead Dworkin - 2009 - Journal of Business Ethics 86 (3):379-396.
    When successful and ethical managers are alerted to possible organizational wrongdoing, they take corrective action before the problems become crises. However, recent research [e.g., Rynes et al. (2007, Academy of Management Journal50(5), 987–1008)] indicates that many organizations fail to implement evidence-based practices (i.e., practices that are consistent with research findings), in many aspects of human resource management. In this paper, we draw from years of research on whistle-blowing by social scientists and legal scholars and offer concrete suggestions to (...) who are interested in encouraging internal reporting of problems requiring attention, and to observers of questionable activity who are considering reporting it. We also identify ways that research suggests policy-makers can have a more positive influence. We hope that these suggestions will help foster evidence-based practice regarding whistle-blowing. (shrink)
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  21.  28
    Why Do Managers Leave Their Organization? Investigating the Role of Ethical Organizational Culture in Managerial Turnover.Maiju Kangas, Muel Kaptein, Mari Huhtala, Anna-Maija Lämsä, Pia Pihlajasaari & Taru Feldt - 2018 - Journal of Business Ethics 153 (3):707-723.
    The aim of the present longitudinal study was to quantitatively examine whether an ethical organizational culture predicts turnover among managers. To complement the quantitative results, a further important aim was to examine the self-reported reasons behind manager turnover, and the associations of ethical organizational culture with these reasons. The participants were Finnish managers working in technical and commercial fields. Logistic regression analyses indicated that, of the eight virtues investigated, congruency of supervisors, congruency of senior management, discussability, and sanctionability (...)
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  22.  67
    A Social Cognition Framework for Examining Moral Awareness in Managers and Academics.Jennifer Jordan - 2009 - Journal of Business Ethics 84 (2):237-258.
    This investigation applies a social cognition framework to examine moral awareness in business situations. Using a vignette-based instrument, the investigation compares the recall, recognition, and ascription of importance to moral-versus strategy-related issues in business managers (n = 86) and academic professors (n = 61). Results demonstrate that managers recall strategy-related issues more than moral-related issues and recognize and ascribe importance to moral-related issues less than academics. It also finds an inverse relationship between socialization in the business context and (...)
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  23.  12
    Unmasking Reflexivity in HR Managers During the COVID-19 Lockdown in Italy.Silvio Carlo Ripamonti, Laura Galuppo, Giulia Provasoli & Angelo Benozzo - 2020 - Frontiers in Psychology 11.
    This paper explores how some Italian HR managers narrate the changes imposed by the COVID-19 threat in the workplace. Events since December 2019 have presented exceptional circumstances to which HR managers have reacted in very different ways. This study explored how HR managers came to introduce organizational changes aimed at coping with the emergency, as well as how employees were involved in those organizational changes. The article is based on a thematic analysis of some interviews with Italian (...)
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  24.  82
    Corporate Fraud and Managers’ Behavior: Evidence from the Press.Jeffrey Cohen, Yuan Ding, Cédric Lesage & Hervé Stolowy - 2010 - Journal of Business Ethics 95 (S2):271-315.
    Based on evidence from press articles covering 39 corporate fraud cases that went public during the period 1992-2005, the objective of this article is to examine the role of managers' behavior in the commitment of the fraud. This study integrates the fraud triangle (FT) and the theory of planned behavior (TPB) to gain a better understanding of fraud cases. The results of the analysis suggest that personality traits appear to be a major fraud-risk factor. The analysis was further validated (...)
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  25.  47
    Better communication between engineers and managers: Some ways to prevent many ethically hard choices.Michael Davis - 1997 - Science and Engineering Ethics 3 (2):171-212.
    This article is concerned with ways better communication between engineers and their managers might help prevent engineers being faced with some of the ethical problems that make up the typical course in engineering ethics. Beginning with observations concerning the Challenger disaster, the article moves on to report results of empirical research on the way technical communication breaks down, or doesn’t break down, between engineers and managers. The article concludes with nine recommendations for organizational change to help prevent communications (...)
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  26.  61
    Are women owner-managers challenging our definitions of entrepreneurship? An in-depth survey.H. Lee-Gosselin & J. Grisé - 1990 - Journal of Business Ethics 9 (4-5):423 - 433.
    In the Quebec city area, 400 women owner-managers of business in the three industrial sectors answered a detailed questionnaire, and 75 of these subsequently underwent in-depth interviews. The main dimensions explored were the characteristics of the entrepreneurs and their firms, the experience of starting a business, the success criteria used, and their vision for the future of their firms. The results suggest the importance, to these women, of a model of small and stable business. This is not a transitory (...)
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  27.  11
    Moral managers and business sanctuaries.David Roberts Iv - 1986 - Journal of Business Ethics 5 (3):203-208.
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  28. The Relationship between Religiousness and Corporate Social Responsibility Orientation: Are there Differences Between Business Managers and Students?Nabil A. Ibrahim, Donald P. Howard & John P. Angelidis - 2008 - Journal of Business Ethics 78 (1):165-174.
    The purpose of this paper is to determine whether there is a relationship between a person's degree of religiousness and corporate social responsibility orientation. A total of 411 managers and 506 students from seven universities were surveyed. The statistical analysis showed that religiousness does influence students' orientation toward the economic, ethical, and philanthropic responsibilities of business. It does not, however, have a significant impact upon the managers' attitudes. When the "low religiousness" students and managers were compared, differences (...)
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  29.  11
    De managers en het management : beleid tussen politiek en technologie.Theo Lefevre - 1974 - Res Publica 16 (1):7-18.
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  30.  16
    Are hotel managers taught to be aggressive in intelligence gathering?Patrick C. L. Chan, Jimmy H. T. Chan, Alan K. M. Au & Matthew Yeung - 2020 - Asian Journal of Business Ethics 9 (2):417-424.
    The study examines the ontological similarity between the concept of competitor orientation and questionable intelligence-gathering efforts. Respondents from the hotel industry were surveyed with self-administered questionnaires. Exploratory factor analysis was carried out to identify the structure underlying variables of market orientation and ethical judgment on questionable intelligence-gathering efforts. The results suggest that the surveyed hotel managers are unable to distinguish the legitimate tactics of competitor orientation from the questionable practice of industrial espionage.
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  31.  60
    Wage Cuts and Managers’ Empathy: How a Positive Emotion Can Contribute to Positive Organizational Ethics in Difficult Times.Joerg Dietz & Emmanuelle P. Kleinlogel - 2014 - Journal of Business Ethics 119 (4):461-472.
    Using the lens of positive organizational ethics, we theorized that empathy affects decisions in ethical dilemmas that concern the well-being of not only the organization but also other stakeholders. We hypothesized and found that empathetic managers were less likely to comply with requests by an authority figure to cut the wages of their employees than were non-empathetic managers. However, when an authority figure requested to hold wages constant, empathy did not affect wage cut decisions. These findings imply that (...)
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  32.  53
    What on Earth Should Managers Learn About Corporate Sustainability? A Threshold Concept Approach.Ivan Montiel, Peter Jack Gallo & Raquel Antolin-Lopez - 2020 - Journal of Business Ethics 162 (4):857-880.
    The Earth is facing pressing societal grand challenges that require urgent managerial action. Responsible management learning has emerged as a discipline to prepare managers to act as responsible leaders that can effectively address such pressing challenges. This article aims to extend current knowledge on RML in the domain of corporate sustainability through the application of threshold concepts, novel ideas which provide a doorway to new knowledge and transform a learner’s mindset. Specifically, after conducting a systematic review of the management (...)
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  33.  62
    Roles of managers, frontline staff and local champions, in implementing quality improvement: stakeholders' perspectives.JoAnn E. Kirchner, Louise E. Parker, Laura M. Bonner, Jacqueline J. Fickel, Elizabeth M. Yano & Mona J. Ritchie - 2012 - Journal of Evaluation in Clinical Practice 18 (1):63-69.
  34.  39
    Social Capital and Managers’ Use of Corporate Resources.Ziqi Gao, Leye Li & Louise Yi Lu - 2019 - Journal of Business Ethics 168 (3):593-613.
    This study investigates how social capital affects managers’ use of corporate resources. We find that for firms located in U.S. counties with a high level of social capital, (i) corporate cash holdings have higher marginal value, (ii) the contribution of capital expenditures to shareholder value is higher, and (iii) acquirers experience higher announcement-period abnormal stock returns. We further find that social capital decreases both over- and under-investment, and thus improves ex post corporate investment efficiency. Our evidence suggests that in (...)
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  35.  91
    Managers’ Organizational Values and Ethical Attitudes in the Direct Marketing Industry.K. Gregory Jin & Ronald Drozdenko - 2003 - Business and Professional Ethics Journal 22 (4):43-66.
  36.  17
    Teaching Managers to Respond Ethically to Organizational Crises: an inquiry into the case method.Susan Key - 1997 - Teaching Business Ethics 1 (2):197-211.
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  37.  66
    Ethics in Practice: What Are Managers Really Doing?Betty Velthouse & Yener Kandogan - 2007 - Journal of Business Ethics 70 (2):151-163.
    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 (...)
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  38.  11
    Civil society elites: managers of civic capital.Anders Sevelsted & Håkan Johansson - 2024 - Theory and Society 53 (4):933-951.
    The article takes the first steps towards a general theory of civil society elites, a concept not fully developed in either elite or civil society research. This conceptual gap hampers academic and public understanding of the dynamics at the top of civil society. To address this, the authors rely on the theoretical framework of Pierre Bourdieu to build a theory of civil society elites as managers of civic capital. This role is illustrated through examples from the differently institutionalised UK (...)
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  39.  57
    How do managers make teleological evaluations in ethical dilemmas? Testing part of and extending the hunt-Vitell model.Dennis Cole, M. Joseph Sirgy & Monroe Murphy Bird - 2000 - Journal of Business Ethics 26 (3):259 - 269.
    A study involving purchasing managers was conducted to test specific Hunt-Vitell theoretical propositions concerning the determinants of managers' teleological evaluations. We extended the Hunt-Vitell model by developing a new integrative construct, namely the desirability of consequences to self versus others. We hypothesized that desirability of consequences affects teleological evaluations in that the more desirable the consequences of a particular action, the more likely managers evaluate that action positively. The results of the present study provided support for this (...)
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  40.  66
    How do managers think about market economies and morality? Empirical enquiries into business-ethical thinking patterns.Peter Ulrich & Ulrich Thielemann - 1993 - Journal of Business Ethics 12 (11):879 - 898.
    How do managers think about the relationship between the pursuit of economic success and ethical demands? This paper presents the main results of a qualitative-empirical study (Ulrich and Thielemann, 1992). The range of thinking patterns displayed by Swiss managers in this field of tension is elucidated and typologized. The results are then compared with those yielded by other studies on managerial ethics. Although the comparisons reveal essential parallels, the findings of previous investigations are interpreted in a considerably different (...)
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  41.  54
    Markets, managers, and technical autonomy.Peter Whalley - 1986 - Theory and Society 15 (1):223-247.
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  42.  28
    Modelling managers' and subordinates' ethical behaviour on performance.Halil Zaim, Lily Wisker & Atif Acikgoz - 2021 - International Journal of Business Governance and Ethics 15 (2):129.
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  43.  77
    Mid-level Managers, Organizational Context, and ethical Encounters.Kathy Lund Dean, Jeri Mullins Beggs & Timothy P. Keane - 2010 - Journal of Business Ethics 97 (1):51-69.
    This article details day-to-day ethics issues facing MBAs who occupy entry-level and mid-level management positions and offers defined examples of the stressors these managers face. The study includes lower-level managers, essentially excluded from extant literature, and focuses on workplace behaviors both undertaken and observed. Results indicate that pressures from internal organization sources, and ambiguity in letter versus spirit of rules, account for over a third of the most frequent unethical situations encountered, and that most managers did not (...)
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  44.  38
    Using a Qualitative Approach to Gain Insights into the Business Ethics Experiences of Australian Managers in China.Vivienne Brand & Amy Slater - 2003 - Journal of Business Ethics 45 (3):167 - 182.
    This study investigated the business ethics experiences of Australian managers in China, using qualitative methodology to identify themes. Thirty-one Australian managers who had spent on average 8.7 years working in business connected to China participated in in-depth interviews regarding their business ethics experiences in China. Commonly, managers identified issues relating to a broad spectrum which could be labelled "bribery and facilitation". Other repeated themes included requests for visa assistance, employee theft, nepotism and non-adherence to contractual obligations. This (...)
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  45.  33
    Changes in Finnish Managers’ Strategic Priorities.Juha Näsi, Salme Näsi, Johanna Kujala & Pasi Sajasalo - 2006 - Proceedings of the International Association for Business and Society 17:255-260.
    The purpose of this paper is to investigate the changes in managers’ moral attitudes, stakeholder orientation and economic interests from 1994 to 2004. Dataare presented concerning 8-10 stakeholder groups and 50-58 moral issues.
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  46.  30
    Meaning Making by Managers: Corporate Discourse on Environment and Sustainability in India.Prithi Nambiar & Naren Chitty - 2014 - Journal of Business Ethics 123 (3):493-511.
    The globally generated concepts of environment and sustainability are fast gaining currency in international business discourse. Sustainability concerns are concurrently becoming significant to business planning around corporate social responsibility and integral to organizational strategies toward enhancing shareholder value. The mindset of corporate managers is a key factor in determining company approaches to sustainability. But what do corporate managers understand by sustainability? Our study explores discursive meaning negotiation surrounding the concepts of environment and sustainability within business discourse. The study (...)
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  47.  57
    Moral Markets and Moral Managers Revisited.Jeffery D. Smith - 2005 - Journal of Business Ethics 61 (2):129-141.
    In the wake of recent corporate scandals, this paper examines the claim made by John Boatright that business ethics, as it is currently conceived, “rests on a mistake.” Ethics in business should not be achieved through managerial vision, discretion or responsibility; rather, ethics should shape the design of institutions that regulate business from the outside. What ethicists should advocate for, according to Boatright, are moral markets not moral managers. I explore the empirical and normative dimensions of his claim with (...)
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  48.  78
    How Sales Managers Control Unethical Sales Force Behavior.James B. De Coninck - 1992 - Journal of Business Ethics 11 (10):789 - 798.
    Researchers have studied marketing ethics from several perspectives. Few studies, however, have analyzed supervisory reactions to unethical behavior by salespeople. The results of this study using a 2 × 3 factorial design showed that the performance level of the salesperson and the consequences of the salesperson's actions influenced some types of discipline used by a sample of 246 sales managers. The findings both support and contradict prior research on how sales managers respond to unethical sales force behavior.
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  49.  48
    Educating Responsible Managers. The Role of University Ethos.José-Félix Lozano - 2012 - Journal of Academic Ethics 10 (3):213-226.
    The current economic crisis is forcing us to reflect on where we have gone wrong in recent years. In the search for responsibilities some have looked to Business Schools and Administration Departments. It is surprising that this situation has come about despite the fact that Business Ethics and Social Corporate Responsibility have been taught in business schools for years. Without wanting to place all the blame on higher education institutions, but from a critical perspective and assuming responsibility, we believe it (...)
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  50.  29
    How Upper/Middle Managers' Ethical Leadership Activates Employee Ethical Behavior? The Role of Organizational Justice Perceptions Among Employees.Hussam Al Halbusi, Pablo Ruiz-Palomino, Pedro Jimenez-Estevez & Santiago Gutiérrez-Broncano - 2021 - Frontiers in Psychology 12.
    Several studies have been conducted on ethical leadership and workplace ethical behavior but little is known about the role of organizational justice and each of its dimensions in this relationship. This study predicts that ethical leadership enhances organizational justice perceptions, including each of its specific dimensions, which in turn enhances employee ethical behavior. The results from two-wave survey data obtained from 270 employees in the Malaysian manufacturing industry confirm that ethical leadership has a positive impact on employee ethical behavior, and (...)
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