Switch to: References

Add citations

You must login to add citations.
  1. Building Partnerships to Create Social and Economic Value at the Base of the Global Development Pyramid.Jerry M. Calton, Patricia H. Werhane, Laura P. Hartman & David Bevan - 2013 - Journal of Business Ethics 117 (4):721-733.
    This paper builds on London and Hart’s critique that Prahalad’s best-selling book prompted a unilateral effort to find a fortune at the bottom of the pyramid. Prahalad’s instrumental, firm-centered construction suggests, perhaps unintentionally, a buccaneering style of business enterprise devoted to capturing markets rather than enabling new socially entrepreneurial ventures for those otherwise trapped in conditions of extreme poverty. London and Hart reframe Prahalad’s insight into direct global business enterprise toward “creating a fortune with the base of the pyramid” rather (...)
    Direct download (2 more)  
     
    Export citation  
     
    Bookmark   13 citations  
  • Business Ethis Quarterly Twentieth Anniversary Forum, Part I: New Directions for Business New Directions in Strategic Management and Business Ethics.Heather Elms, Stephen Brammer, Jared D. Harris & Robert A. Phillips - 2010 - Business Ethics Quarterly 20 (3):401.
    This essay attempts to provide a useful research agenda for researchers in both strategic management and business ethics. We motivate this agenda by suggesting that the two fields started with similar interests, diverged, and are beginning to converge again. We then identify several streams that hold particular promise for developing our understanding of the relationship between strategy and ethics: stakeholder theory, managerial discretion, behavioral strategy, strategy as practice, and environmental sustainability.
    Direct download (3 more)  
     
    Export citation  
     
    Bookmark   9 citations  
  • New Directions in Strategic Management and Business Ethics.Robert A. Phillips - 2010 - Business Ethics Quarterly 20 (3):401-425.
    This essay attempts to provide a useful research agenda for researchers in both strategic management and business ethics. We motivate this agenda by suggesting that the two fields started with similar interests, diverged, and are beginning to converge again. We then identify several streams that hold particular promise for developing our understanding of the relationship between strategy and ethics: stakeholder theory, managerial discretion, behavioral strategy, strategy as practice, and environmental sustainability.
    Direct download (5 more)  
     
    Export citation  
     
    Bookmark   14 citations  
  • Why Does Board Gender Diversity Matter and How Do We Get There? The Role of Shareholder Activism in Deinstitutionalizing Old Boys’ Networks.Elise Perrault - 2015 - Journal of Business Ethics 128 (1):149-165.
    This essay bridges together social network and institutional perspectives to examine how women on boards, by breaking up directors’ homophilous networks, contribute to board effectiveness. It proposes that through real and symbolic representations, women enhance perceptions of the board’s instrumental, relational, and moral legitimacy, leading to increased perceptions of the board’s trustworthiness which in turn fosters shareholders’ trust in the firm. Envisioning the gender diversification of boards as an event of institutional change, this article considers the critical role of shareholder (...)
    Direct download (2 more)  
     
    Export citation  
     
    Bookmark   10 citations  
  • Is Fair Treatment Enough? Augmenting the Fairness-Based Perspective on Stakeholder Behaviour.Sefa Hayibor - 2017 - Journal of Business Ethics 140 (1):43-64.
    Fairness and justice are core issues in stakeholder theory. Although such considerations receive more attention in the ‘normative’ branch of the stakeholder literature, they have critical implications for ‘instrumental’ stakeholder theory as well. In research in the instrumental vein, although the position has seldom been articulated in significant detail, a stakeholder’s inclination to take action against the firm or, conversely, to cooperate with it, is often taken to be a function of its perceptions concerning the fairness or unfairness of the (...)
    Direct download (2 more)  
     
    Export citation  
     
    Bookmark   3 citations  
  • Socially Responsible Firms Outsource Less.Jorge Tarzijan, Rajat Panwar & Maria Jose Murcia - 2021 - Business and Society 60 (6):1507-1545.
    Implementing corporate social responsibility in supply chains is not a trivial task. In fact, many firms in recent years have publicly proclaimed that in order to keep their CSR commitments, they had to reduce reliance on external suppliers by vertically integrating their operations. Our aim in this article is to examine whether there is truly a relationship between a firm’s CSR performance and its level of vertical integration. Drawing on a multi-industry sample of 2,715 firm-year observations, and after addressing endogeneity (...)
    No categories
    Direct download  
     
    Export citation  
     
    Bookmark   3 citations  
  • The Principle of Good Faith: Toward Substantive Stakeholder Engagement.Cedric E. Dawkins - 2014 - Journal of Business Ethics 121 (2):1-13.
    Although stakeholder theory is concerned with stakeholder engagement, substantive operational barometers of engagement are lacking in the literature. This theoretical paper attempts to strengthen the accountability aspect of normative stakeholder theory with a more robust notion of stakeholder engagement derived from the concept of good faith. Specifically, it draws from the labor relations field to argue that altered power dynamics are essential underpinnings of a viable stakeholder engagement mechanism. After describing the tenets of substantive engagement, the paper draws from the (...)
    Direct download (3 more)  
     
    Export citation  
     
    Bookmark   12 citations  
  • Social Contracting in a Pluralist Process of Moral Sense Making: A Dialogic Twist on the ISCT.Jerry M. Calton - 2006 - Journal of Business Ethics 68 (3):329-346.
    This paper applies Wempe’s (2005, Business Ethics Quarterly 15(1), 113–135) boundary conditions that define the external and internal logics for contractarian business ethics theory, as a system of argumentation for evaluating current or prospective institutional arrangements for arriving at the “good life,” based on the principles and practices of social justice. It does so by showing that a more dynamic, process-oriented, and pluralist ‘dialogic twist’ to Donaldson and Dunfee’s (2003, ‘Social Contracts: sic et non’, in P. Heugens, H. van Oosterhout (...)
    Direct download (4 more)  
     
    Export citation  
     
    Bookmark   21 citations  
  • Board Gender Quotas: Exploring Ethical Tensions From A Multi-Theoretical Perspective.Siri Terjesen & Ruth Sealy - 2016 - Business Ethics Quarterly 26 (1):23-65.
    ABSTRACT:Despite 40 years of equal opportunities policies and more than two decades of government and organization initiatives aimed at helping women reach the upper echelons of the corporate world, women are seriously underrepresented on corporate boards. Recently, fifteen countries sought to redress this imbalance by introducing gender quotas for board representation. The introduction of board gender quota legislation creates ethical tensions and dilemmas which we categorize in terms of motivations, legitimacy, and outcomes. We investigate these tensions through four overarching theoretical (...)
    Direct download (3 more)  
     
    Export citation  
     
    Bookmark   9 citations