Beginning with the question of who constitutes the firm, this article seeks to explore the historical evolution of concepts such as corporate social responsibility, corporate accountability, corporate social responsiveness, corporate social performance, stakeholder theory, and corporate citizenship. In close parallel to these changes are differences in interpretation from Anglo—American and Continental European perspectives. The author defends that the ultimate reasons behind these differences are of a philosophical nature, affecting both the anthropology and the political theory dominant in each of these (...) cultures. Philosophically, anglo-american culture may be described as individualistic, legalistic, pragmatist and with an understanding of rights as freedom from state intervention. Continental European culture, on the other hand, is more community-oriented, more dependent on unwritten laws or customs, less results-driven or more appreciative of the intrinsic value of activities and with an understanding of rights as freedom to participate in social goods and decisions. In the end, a twist is introduced in the meaning of corporate citizenship: beyond referring to the firm as a citizen of the state, it now signifies and analyzes the rights and responsibilities of the different "citizens" comprising the corporate polity. This new proposal constitutes the author's normative response to the initial research query. (shrink)

This article introduces the Global Survey of Business and Economic Ethics as field of training, teaching and research. For the purpose of the survey the world was divided in nine regions that cover all countries of the world. This special issue of the Journal of Business Ethics presents the findings of the global survey across eight of the nine world regions, viz. Central Asia, East Asia, Europe, Latin America, North America, Oceania, South & South-East Asia, and Sub-Saharan Africa. This introductory (...) article starts with an overview of previous attempts that were made to survey Business Ethics as field of training, teaching and research on a global scale. A description will then be given of the regions in which the world was divided for the purpose of this survey as well as of the countries included in each of the nine regions. Finally the research process and methods that were used in the survey are introduced. (shrink)

The popularity of the stakeholder model has been achieved thanks to its powerful visual scheme and its very simplicity. Stakeholder management has become an important tool to transfer ethics to management practice and strategy. Nevertheless, legitimate criticism continues to insist on clarification and emphasises on the perfectible nature of the model. Here, rather than building on the discussion from a philosophical or theoretical point of view, a different and innovative approach has been chosen: the analysis will return to the origin (...) of stakeholder theory and will keep the graphical framework firmly in perspective. It will confront the stakeholder model’s graphical representation to the discussion on stakeholder definition, stakeholder identification and categorisation, to re-centre the debate to the strategic origin of the stakeholder model. The ambiguity and the vagueness of the stakeholder concept are discussed from managerial and legal approaches. The impacts of two major shortcomings of the popular stakeholder framework are examined: the boundaries and the level of the firm’s environment, and the ambivalent position of pressure groups and regulators. Working pragmatically, with a focus on the managerial and organisational perspective, an attempt is made to clarify the categorisations and classifications by introducing new terminology with a distinction between stakeholders, stakewatchers and stakekeepers. The analysis will finally lead to a proposed upgraded and refined version of the stakeholder model, with incremental ameliorations close to Freeman’s original model and a return of focus to its essence, the managerial implications in a strategic approach. (shrink)