Abstract:Extrapolating from Carroll’s four domains of corporate social responsibility (1979) and Pyramid of CSR (1991), an alternative approach to conceptualizing corporate social responsibility (CSR) is proposed. A three-domain approach is presented in which the three core domains of economic, legal, and ethical responsibilities are depicted in a Venn model framework. The Venn framework yields seven CSR categories resulting from the overlap of the three core domains. Corporate examples are suggested and classified according to the new model, followed by a (...) discussion of limitations and teaching and research implications. (shrink)

Business and Society: Ethics and Stakeholder Management, 5th edition employs a stakeholder management framework, emphasizing business' social and ethical responsibilities to both external and internal stakeholder groups. A twin theme of business ethics to illustrate how ethical or moral considerations are included the public issues facing organizations and the decision making process of managers. The text is written from a managerial perspective that along with the twin themes of stakeholders and ethics, shows how to identify stakeholders, incorporate their concerns into (...) the organization's strategy and operations, and also integrate ethical wisdom into their decision making process. In addition, 35 case histories are included to help connect theory and practice through timely and interesting examples. (shrink)

This perspectives article seeks to comment and reflect on my 1999 BAS article titled “Corporate Social Responsibility: Evolution of a Definitional Construct,” and subsequent writings addressing these same topics. First, perspectives on the 1950-1999 period are offered. Second, reflections on the 2000-2020 period are presented. Finally, thoughts about the future and the new normal for CSR are set forth. Hopefully, the observations presented will stimulate further thinking on this important concept. And, it will be interesting to all of us to (...) see where the dust settles when the pandemic ends and organizations have had a chance to re-imagine or reset their missions, goals, and processes with respect to CSR. (shrink)

As we transition to the 21st century, it is useful to think about some of the most important challenges business and other organizations will face as the new millennium begins. What will constitute “business as usual” in the business ethics arena as we start and move into the new century? My overall thought is that we will pulsate into the future on our current trajectory and that the new century will not cause cataclysmic changes, at least not immediately. Rather, the (...) problems and challenges we face now we will face then. Undoubtedly, new issues will arise but they will more likely be extensions of the present than discontinuities with the past. (shrink)

This article presents a three-stage model of how isomorphic mechanisms have shaped corporate social responsibility reporting practices over time. In the first stage, defensive reporting, companies fail to meet stakeholder expectations due to a deficiency in firm performance. In this stage, the decision to report is driven by coercive isomorphism as firms sense pressure to close the expectational gap. In the second stage, proactive reporting, knowledge of CSR reporting spreads and the practice of CSR reporting becomes normatively sanctioned. In this (...) stage, normative isomorphism leads other organizations to look to CSR reporting as a potential new opportunity for achieving the firm’s goals. In the third stage, imitative diffusion, the defensive reporters together with the proactive reporters create a critical mass of CSR reporters that reaches a threshold at which the benefits of CSR reporting begin to outweigh any costs due to mimetic isomorphism. The study finds support for the model in an examination of Fortune 500 firms from 1997 to 2006. (shrink)

As foreign direct investment in the U.S. continues to become both more visible and controversial, the general public remains skeptical about the corporate citizenship of these foreign affiliates. Four dimensions of corporate citizenship — orientations, organizational stakeholders, issues, and decision-making autonomy — were used to compare the inclinations of foreign affiliates with the domestic firms operating in the U.S. chemical industry. The only significant differences between the U.S. sample and those firms headquartered in other countries-of-origin were found in the area (...) of corporate citizenship decision making autonomy. (shrink)

This article explores the extent to which three models of management morality – Immoral Management, Moral Management, and Amoral Management – are extant in the European business environment. After a brief introduction and presentation of examples of each model, a further description of each model and European applications are outlined. Two possible hypotheses regarding the models’ presence in European business are presented and then concluding observations are made.

EDITOR’S NOTE: Business Ethics Quarterly invited a number of scholars involved with BEQ over its first twenty years (especially in its early years, as editors or editorial board members) to offer their reflections on the past, present, and future of business ethics. The resulting comments, which appear below, are as diverse and eclectic as the group of scholars who have given their energies to BEQ over the years.

This paper is the presidential address to the Society for Business Ethics presented during its annual meeting in Chicago,Illinois, on August 7, 1999. The paper discusses three models of management morality and considers their applicability for thinkingabout business ethics in the new millennium. The moral management model, in particular, is discussed in contrast to the moral marketmodel, which was presented in the previous year's presidential address by John Boatright. Immoral Management, Moral Management, and Amoral Management are considered and two hypotheses (...) about the presence of amorality within the management population and individual managers are reflected upon. (shrink)

Discussion and debate on stakeholder theory continues unabated, but not a lot of people know that it first began in Finland in the 1960s, as this report of a recent Conference there shows. Archie B. Carroll, the well‐known writer on corporate social responsibility, is Robert W. Scherer Professor of Management at the University of Georgia, Athens, GA, USA (e‐mail [email protected]); and Juha Näsi is Professor of Management at the University of Jyväskylä, Jyväskylä, Finland.

This article explores the extent to which three models of management morality – Immoral Management, Moral Management, and Amoral Management – are extant in the European business environment. After a brief introduction and presentation of examples of each model, a further description of each model and European applications are outlined. Two possible hypotheses regarding the models’ presence in European business are presented and then concluding observations are made.

This essay comments on the past and the future of the Social Issues in Management (SIM) Division of the Academy of Management (AOM). The essay addresses the two major questions posed to the commentators on this special issue: First, does the past of the SIM Division provide any clues as to its future? Second, where is the SIM Division going or where should it be going? The author has been a member of SIM since 1971 and served as program chair (...) in 1975 and division chair in 1976 to 1977. SIM is certainly a field at the community and administrative levels, and you could argue that SIM is a discipline, though we are interdisciplinary. It is not as certain that we are unique or distinctive at the intellectual level because we are not always that different in kind or quality from what is being done elsewhere in AOM, and there are more and more scholars in other divisions now working on topics that we once worked on exclusively. However, it is equally unlikely that many of the other AOM divisions could meet a test of intellectual uniqueness. The essay emphasizes some ideas that might help improve the intellectual rigor of the SIM meetings, and the value of alliances with Society for Business Ethics (SBE) and International Association for Business and Society (IABS). A division name change, even if desirable, is not a compelling issue. (shrink)

Discussion and debate on stakeholder theory continues unabated, but not a lot of people know that it first began in Finland in the 1960s, as this report of a recent Conference there shows. Archie B. Carroll, the well‐known writer on corporate social responsibility, is Robert W. Scherer Professor of Management at the University of Georgia, Athens, GA, USA (e‐mail [email protected]); and Juha Näsi is Professor of Management at the University of Jyväskylä, Jyväskylä, Finland.

Drawing on existing theory in the fields of business ethics, entrepreneurship, and psychology, this research provides an initial empirical exploration of whether entrepreneurs use cognitive reasoning processes which reflect a higher level of moral development than the level of moral development that has been empirically observed either in middle-level managers or in the general adult population. The Defining Issues Test was used to measure the level of moral reasoning skill of the entrepreneurs in this study. Although the study was limited (...) by a small sample size and the inherent difficulty of making accurate comparisons across other empirical studies, the results of this study suggest that entrepreneurs may exhibit moral reasoning skills at a slightly higher level than middle-level managers or the general adult population. (shrink)

This study has been designed to investigate whether Corporate Social Responsibility (CSR) orientations have shifted in their priority in response to society's changing expectations. For this sample of U.S.-based multinational chemical subsidiaries, it appears that the top priority continues to be economic responsibilities, followed closely by legal responsibilities. A socially accountable corporation ... must be a thoughtful institution, able to rise above economic interest to anticipate the impact of its actions on all individuals and groups, from shareholders to employees to (...) customers, to fellow-breathers of the air and fellow-sharers of the land. A successful business organization must possess a moral sense as well as an economic sense (Thornton Bradshaw, President of Atlantic Richfield Co. inBusiness and Society: Strategies for the 1980's, 1980, p. xiv). (shrink)

In recent years, considerable discussion has taken place regarding how to ensure business students are acquiring effectively the appropriate competencies related to Ethics, Corporate Social Responsibility and Sustainability. Instructors in business education are encouraged to explore new methods for teaching ECSRS to strengthen this vital part of the curriculum and technology could play an important role. In this paper, we discuss why Twitter could be an effective teaching method in ECSRS education. The study provides a conceptual framework for the use (...) of Twitter taking into account its major characteristics, main benefits, drawbacks, and key factors designing strategies. Some practical activities are also provided to encourage instructors to take more initiatives using Twitter and contribute to improving ECSRS education. (shrink)

This chapter contains sections titled: Overview of management ethics Why should managers be ethical? Ethical issues managers face Models of management morality Ethical decision making Shaping the organization's ethical climate Summary and conclusions.

Thinking about business ethics and corporate citizenship -- Compliance, companies, and corporate governance -- Ethical leadership -- the heart of moral direction -- Ethics issues and guidelines for decision making -- Spirituality and business ethics -- Ethics, organizations, and management -- Stakeholders, environment and sustainability -- Employee stakeholders -- Consumer stakeholders -- Global topics in business ethics.

The astute manger should be aware that, in organizations, the deck is frequently ‘stacked’ against higher levels of ethical behavior. This deck stacking occurs because of socialization processes, environmental influences, and the organization hierarchy. As a result of bosses using hierarchical leverage to take the ethical dimension of decision-making away from subordinates, the stage is set for a they-made-me-do-it defense of their moral integrity by these subordinates if and when violations of ethical norms come to light. There is also at (...) work, however, an I-made-them-do-it situation in which professionals who prefer to ‘nest’ in the more technical aspects of their work ‘delegate’ — upward — to their bosses ethical decision-making. Understanding these dynamics is crucial in an age which is especially sensitized to the ethical facet of organizational behavior. (shrink)

This study of philanthropy among large Black-owned businesses provides insights into a sector of business giving which has not been studied. Results indicate that philanthropy and ethical justifications play a more important role in minority business enterprises than in non-minority firms studied previously.

A most unusual book: Autobiography by a failure in almost everything except living life to the fullest. For, as readers soon learn, he is somewhat unique for his massive collection of monumental mistakes. Though now and then he finds a success most surprising to him. For all that as it may be, Carroll has had a wonderful life and continues proud of his few abilities and the many supportive friends who have enhanced his way. From the last page of (...) the book. "A few months after my return, while I was wandering down 2nd Street in Raton, one of the city's quietly prominent businessmen stopped me. With no preamble or greeting, he said "Tell me, Bill, just who are you? We can't find out anything about you." (The Unknown Man). (shrink)

Many psychological scientists and behavioral neuroscientists affirm that “emotion” influences thinking, decision-making, actions, social relationships, well-being, and physical and mental health. Yet there is no consensus on a definition of the word “emotion,” and the present data suggest that it cannot be defined as a unitary concept. Theorists and researchers attribute quite different yet heuristic meanings to “emotion.” They show considerable agreement about emotion activation, functions, and regulation. The central goal of this article is to alert researchers, students, and other (...) consumers of “emotion” research to the multiple meanings or aspects that distinguished scientists attribute to ”emotion,” increase appreciation of its interesting and challenging complexity, and sharpen perspectives on “emotion” and the associated body of literature that is of critical significance to science and society. (shrink)

This article suggests a way to circumvent some of the problems that follow from the lack of consensus on a definition of emotion (Izard, 2010; Kleinginna & Kleinginna, 1981) and emotion regulation (Cole, Martin, & Dennis, 2004) by adopting a conceptual framework based on discrete emotions theory and focusing on specific emotions. Discrete emotions theories assume that neural, affective, and cognitive processes differ across specific emotions and that each emotion has particular motivational and regulatory functions. Thus, efforts at regulation should (...) target the specific dysregulated emotions. The positive effects of emotion regulation are more likely to be optimized when they result from or lead to emotion utilization—the constructive use of the energy of emotion arousal. Effective processes for regulation differ for basic emotions and emotion schemas. This article identifies neural systems that facilitate emotion experiences and emotion regulation processes. It considers the implications of the developmental change from basic emotions to emotion schemas, and also briefly discusses the effects of interventions on changes in emotion knowledge, emotion regulation, and social and emotional competence. (shrink)

If God is transcendent, how can human beings speak meaningfully about him? The answer lies in analogy, which recognizes both similarity and dissimilarity between God and our God-talk. In his erudite study, Archie Spencer argues for a christological account of analogy as the answer to the problem of God's speakability.

Economic models, like scientific paradigms, predispose actors towards certain patterns of behavior or practices. Over time these become accepted as normal practice which everybody is expected to observe or to follow. This is how theoretical orthodoxies are established. However, even orthodoxies rely on refinement of techniques. In economics this is widely recognized, as it guarantees competitiveness among various practitioners. The context within which this occurs is often taken for granted since it is implicit in given theoretical models. For instance, in (...) development theory it is assumed that the prevailing Euro-American economic model is universally valid. It is more than likely that this itself has become a social value which the West wants to maintain. Consequently, as a scientific proposition, it cannot be clarified since the West uses its political and military power to guarantee the necessary conditions for the reproduction of the same globally. Insofar as this is true, it is only reasonable to grant the fact that economic models inevitably carry with them unacknowledged normative presuppositions. This is best illustrated by the fierce ideological battle that occurred between the so-called socialist and “free market” adherents during the cold war. (shrink)

Numbers. Natural numbers -- Integers -- Real numbers -- Irrational and transcendental numbers -- Funny numbers. Zero -- e : the unnatural natural number -- [Phi] : the golden ratio -- i : the imaginary number -- Writing numbers. Roman numerals -- Egyptian fractions -- Continued fractions -- Logic. Mr. Spock is not logical -- Proofs, truth, and trees : oh my! -- Programming with logic -- Temporal reasoning -- Sets. Cantor's diagonalization : infinity isn't just infinity -- Axiomatic set (...) theory : keep the good, dump the bad -- Models : using sets as the LEGOs of the math world -- Transfinite numbers : counting and ordering infinite sets -- Group theory : finding symmetries with sets -- Mechanical math. Finite state machines : simplicity goes far -- The turing machine -- Pathology and the heart of computing -- Calculus : no, not that calculus- [lambda] calculus -- Numbers, booleans, and recursion -- Types, types, types : modeling [lambda] calculus -- The halting problem. (shrink)