The role of small business enterprise in a mature market economy is one of the major issues in contemporary industrial organization, and is the focus of this book. _Small Business Enterprise_ brings new standards of rigour and insight into the study of small firms by importing contemporary ideas from industrial economics and by using up-to-date statistical and econometric techniques. Based on a uniquely rich set of data, _Small Business Enterprise_ focuses on the early period after start-up of (...) the small firm. It investigates competitive niches and how they are established, determinants of growth and profitability, the factors fostering survivial, and many other central issues. This core of economic analysis is complemented by an innovative case profile approach, which considers the real behaviour of small firms in a competitive environment; and a section on the political economy of small firms, which looks at the ethics of competition and the enterprise culture. (shrink)

Power is now measured by economic strength. The world is becoming more integrated. Europe and the Pacific are challenging US dominance. The debt crisis is a crisis in capital and job creation. In the future, key economic issues will be job creation, increased production, grassroots development and safeguarding the poor from the debt crisis. The most viable form of employment will be in small scale enterprises. These meet the real needs of the poorest, are locally owned and controlled, produce (...) products for a local market and use locally available resources. They contribute to economic stability, are not subject to international currency fluctuations and use an environmentally sustainable technology. (shrink)

The main thesis of this essay is that religious inquiry can and should be central to business ethics instruction in both the business school classroom and the corporate boardroom. Religious conviction has always been a major factor in social progress in America. Hence, removing religious inquiry from ethical instruction severely restricts the potency of such instruction to effect change. The essay first analyzes two aspects of American culture that tend to inhibit religious dialogue: American faith in a wall (...) between the secular and the sacred; and a cultural commitment to 'scientific' inquiries when discussing business matters. Although both cultural beliefs must be taken seriously, however, they need not silence one's religious beliefs and values. Two contemporary frameworks for analyzing issues in business ethics—'stakeholder theory' and 'social contract theory'— are then focused upon and it is demonstrated that religious dialogue and religious principles can usefully supplement either approach. (shrink)

Supplier diversity programs were created in the United States nearly 50 years ago to encourage private sector companies to provide business opportunities to underutilized minority business enterprises. In order to assess the experiences that minority business enterprise CEOs have with large purchasing organizations and their perceptions of justice and commitment of large purchasing organizations to the buyer–supplier relationship (BSR), this study utilizes survey data collected from 206 minority business enterprise CEOs who supply large purchasing organizations (...) that espouse a strong commitment to supplier diversity. The theoretical framework of organizational justice is utilized to establish testable hypotheses. The results from hierarchical linear regression show minority business enterprise CEOs’ perception of large purchasing organizations’ commitment to the BSR is positively related to the distributive and informational dimensions of organizational justice. Surprisingly, the procedural dimension was found to have a significantly negative relationship. This research also found a significant, negative relationship between minority firm CEOs’ perception of distributive and informational justice and their perceptions of unethical behavior by large purchasing organizations. (shrink)

The orientation of this paper is that there is no special science of "business ethics" any more than there is one of "medical ethics" or "legal ethics". While there may be issues that arise in medicine or law that require special treatment, the ways of relating to such issues are derived from a basic ethical stance. Once one has evolved such an ethical stance and thus has incorporated a fundamental mode of relating to her or his fellow human beings, (...) the "how" to deal with various ethical "issues" will follow as a natural consequence of one's ethical stance or modality. It is not necessary, in the formation of one's fundamental ethical stance to know if one is a utilitarian or a deontologist. It is doubtful whether Buddha knew what kind of ethics he was practising. If one conceives of ethics as something extrinsic to various disciplines and attempts to first practise a discipline and then to apply ethics to modify the results of that discipline it is entirely possible that conflicts will result between what is perceived of as the proper pursuit of that discipline and the ethical considerations. The argument of this paper is that it is more efficacious (in addition to being more true) to take ethical considerations into account in the construction of the definition of the discipline. This paper is devoted to showing that business and ethics are not two different and competing fields of interest (thus requiring a discipline of business ethics to be grafted onto the study of business enterprise), but that ethical concerns are part and parcel of the very concept of a business enterprise and the internal operation of a business organization. (shrink)

This chapter introduces a research-based conceptual framework for the study of the inner psychosocial reality of business enterprises. It is called the Inner Organizational Ecosystem Approach (IOEA). This model is systemic in nature, and it defines the basic features of small and medium-size enterprises, such as elements, structures, borders, social actors, organizational climate, processes and resources. Further, it also covers the dynamics of psychosocial reality, processes, emergent qualities and the higher-order subsystems of the overall organizational ecosystem, including (...) the global business environment, which is understood as a macro-system where all the individual organizational ecosystems co-exist. In the applied part of the chapter, cognitive changes emerging within systemic leadership training are defined. Participation in systemic training causes changes in the cognitive processing of reality, more specifically improvements in layer-based framing, relativistic contextual orientation, temporality drift and meaning generation. All of these changes are components of the systemic mind, which is a concept newly proposed and defined by the present study. The systemic mind is a living matrix that is extremely open to acquiring new skills and new patterns of thinking, analyzing and meaning generation. It is processual and it can be considered as an ongoing process of continuous absorption of new cognitive patterns. Both the Inner Organizational Ecosystem Approach and the concept of the systemic mind provide a new theoretical background for empirical investigation in the fields of systemic and systems psychology, complexity psychology, organizational psychology, economic anthropology and the social anthropology of work. (shrink)

This paper defends a normative basis for entrepreneurial ventures, and draws the conclusion that any enterprise, insofar as it is reasonable, has in final analysis to be a (free) gift to promote good. Building on Herbert Simon's idea of "satisficing" and developing it in line with axiological insights of the new classical natural law theory, this paper makes the argument that a choice to proceed reasonably in any entrepreneurial venture will be guided by rationality that is bounded. Bounded rationality entails (...) that the various end-values or goals of the venture will be incommensurable, and this implies that (1) the enterprise need not be locked in on promoting merely one value, such as profits, and (2) a choice to aim at one or more goals will be a personal (free) gift, which is ethically valuable. This paper has appeared in Spanish translation as El don personal en las empresas sanas: racionalidad limitada, valores incommensurables y agencia economica in Revista Empresa y Humanismo, Vol. XI no. 1 (2008), pp. 67-88, published by the Institute for Business and Humanism, University of Navarra, Spain. Permission granted to reproduce/publish the original English version here and elsewhere. (shrink)

We live in a 'bimoral' society, in which people govern their lives by two contrasting sets of principles. On the one hand there are the principles associated with traditional morality. Although these allow a modicum of self-interest, their emphasis is on our duties and obligations to others: to treat people honestly and with respect, to treat them fairly and without prejudice, to help and are for them when needed, and ultimately, to put their needs above their own. On the other (...) hand there are the principles associated with the entrepreneurial self-interest. These also impose obligations, but of a much more limited kind. Their emphasis is competitive rather than cooperative: to advance our own interests rather than to meet the needs of others. Both sets of principles have always been present in society but in recent years, traditional moral authorities have lost much of their force and the morality of self-interest has acquired a much greater social legitimacy, over a much wider field of behavior, than ever before. The result of this is that in many situations it is no longer at all apparent which set of principles should take precedence. In this book, John Hendry traces the cultural and historical origins of the 'bimoral' society have also led to new, more flexible forms of organizing, which have released people's entrepreneurial energies and significantly enhanced the creative capacities of business. Working within these organizations, however is fraught with moral tensions as obligations and self-interest conflict and managers are pulled in all sorts of different directions. Managing them successfully poses major new challenges of leadership, and 'moral' management, as the technical problem-solving that previously characterized managerial work is increasingly accomplished by technology and market mechanisms. The key role of management becomes the political and moral one of determining purposes and priorities, reconciling divergent interests, and nurturing trust in interpersonal relationships. Exploring these tensions and challenges, Hendry identifies new issues of contemporary management and puts recognized issues into context. He also explores the challenges posed for a post-traditional society as it seeks to regulate and govern an increasingly powerful and global business sector. (shrink)

In their book ‘Corporate Social Opportunity’, Grayson and Hodges maintain that ‘the driver for business success is entrepreneurialism, a competitive instinct and a willingness to look for innovation from non‐traditional areas such as those increasingly found within the corporate social responsibility (CSR) agenda’. Such opportunities are described as ‘commercially viable activities which also advance environmental and social sustainability’. There are three dimensions to corporate social opportunity (CSO) – innovation in products and services, serving unserved markets and building new (...) class='Hi'>business models. While small‐ and medium‐sized enterprises (SMEs) have traditionally been presented as non‐entrepreneurial in this area, this paper demonstrates how SMEs can take advantage of the opportunities presented by CSR. Using data from 24 detailed case studies of UK SMEs from a range of sectors, the paper explores the numerous CSR opportunities that present themselves to SMEs, such as developing innovative products and services and exploiting niche markets. There are inevitable challenges for SMEs undertaking CSR, but by their very nature they have many characteristics that can aid the adoption of CSR; the paper explores these characteristics and how the utilisation of positive qualities will help SMEs make the most of CSOs. Integrating CSR into the core of a company is crucial to its success. Using the case studies to illustrate key points, the paper suggests how CSR can be built into a company's systems and become ‘just the way we do things’. There are a number of factors that characterise the CSO ‘mentality’ in an organisation, and Grayson and Hodges's book describes seven steps that will move a company in the direction of a ‘want to do’ CSO mentality. This paper adapts these steps for SMEs, and by transferring and building on knowledge from the 24 detailed case studies, it develops a ‘business opportunity’ model of CSR for SMEs. (shrink)

In their book ‘Corporate Social Opportunity’, Grayson and Hodges maintain that ‘the driver for business success is entrepreneurialism, a competitive instinct and a willingness to look for innovation from non‐traditional areas such as those increasingly found within the corporate social responsibility agenda’. Such opportunities are described as ‘commercially viable activities which also advance environmental and social sustainability’. There are three dimensions to corporate social opportunity – innovation in products and services, serving unserved markets and building new business models. (...) While small‐ and medium‐sized enterprises have traditionally been presented as non‐entrepreneurial in this area, this paper demonstrates how SMEs can take advantage of the opportunities presented by CSR. Using data from 24 detailed case studies of UK SMEs from a range of sectors, the paper explores the numerous CSR opportunities that present themselves to SMEs, such as developing innovative products and services and exploiting niche markets. There are inevitable challenges for SMEs undertaking CSR, but by their very nature they have many characteristics that can aid the adoption of CSR; the paper explores these characteristics and how the utilisation of positive qualities will help SMEs make the most of CSOs. Integrating CSR into the core of a company is crucial to its success. Using the case studies to illustrate key points, the paper suggests how CSR can be built into a company's systems and become ‘just the way we do things’. There are a number of factors that characterise the CSO ‘mentality’ in an organisation, and Grayson and Hodges's book describes seven steps that will move a company in the direction of a ‘want to do’ CSO mentality. This paper adapts these steps for SMEs, and by transferring and building on knowledge from the 24 detailed case studies, it develops a ‘business opportunity’ model of CSR for SMEs. (shrink)

Summing up, we note that the business environment has high dynamism, information uncertainty and unpredictability of events and results of their activities, which requires a revision of traditional approaches to the formation of competitive strategies and management in the global economic space.

Since China's Reform Era began in 1979, corporations of all shapes and sizes mushroomed in the economic landscape. Among these companies, a few have distinguished themselves by their unique corporate cultures and financial performance. The Chinese state–owned enterprises (SOEs) are notorious for their inefficiency, conservatism, bloated bureaucracy, and obsoleteness. However, a few good SOEs stand out as corporations of excellence with commitment to business ethics. Very little study has been done on SOE corporate cultures and business ethics, (...) especially in the western literature. This paper provides an insight into one such organisation – the Double Star Group of Qingdao. This paper includes the results of an empirical survey on Double Star's employees’ perception of its corporate culture and business ethics. (shrink)

Since China's Reform Era began in 1979, corporations of all shapes and sizes mushroomed in the economic landscape. Among these companies, a few have distinguished themselves by their unique corporate cultures and financial performance. The Chinese state–owned enterprises (SOEs) are notorious for their inefficiency, conservatism, bloated bureaucracy, and obsoleteness. However, a few good SOEs stand out as corporations of excellence with commitment to business ethics. Very little study has been done on SOE corporate cultures and business ethics, (...) especially in the western literature. This paper provides an insight into one such organisation – the Double Star Group of Qingdao. This paper includes the results of an empirical survey on Double Star's employees’ perception of its corporate culture and business ethics. (shrink)

There are many ethical issues that arise during the period of transition from a planning economy to a market economy. Academics and researchers on ethics appear to think that business and ethics overlap. However, this paper addresses the relation between business and ethics from the perspective of business people. From a historical and cultural perspective, the connection between business and ethics is relevant. But in practice business people only sometimes regard this connection as useful, most (...) of the time considering the two as being quite separate. In interviews of 21 people who are owners, chief executive officers or senior managers in state–owned or private enterprises, this study found that business ethics is indeed a dilemma for them for reasons of competitive survival. Therefore, in order to improve the ethical climate, the definition of enterprise, the guidance of government policy and the audit system all have an important role to play. (shrink)

There are many ethical issues that arise during the period of transition from a planning economy to a market economy. Academics and researchers on ethics appear to think that business and ethics overlap. However, this paper addresses the relation between business and ethics from the perspective of business people. From a historical and cultural perspective, the connection between business and ethics is relevant. But in practice business people only sometimes regard this connection as useful, most (...) of the time considering the two as being quite separate. In interviews of 21 people who are owners, chief executive officers or senior managers in state–owned or private enterprises, this study found that business ethics is indeed a dilemma for them for reasons of competitive survival. Therefore, in order to improve the ethical climate, the definition of enterprise, the guidance of government policy and the audit system all have an important role to play. (shrink)

ABSTRACT:In a world filled with poverty, environmental degradation, and moral injustice, social enterprises offer a ray of hope. These organizations seek to achieve social missions through business ventures. Yet social missions and business ventures are associated with divergent goals, values, norms, and identities. Attending to them simultaneously creates tensions, competing demands, and ethical dilemmas. Effectively understanding social enterprises therefore depends on insight into the nature and management of these tensions. While existing research recognizes tensions between social (...) missions and business ventures, we lack any systematic analysis. Our paper addresses this issue. We first categorize the types of tensions that arise between social missions and business ventures, emphasizing their prevalence and variety. We then explore how four different organizational theories offer insight into these tensions, and we develop an agenda for future research. We end by arguing that a focus on social-business tensions not only expands insight into social enterprises, but also provides an opportunity for research on social enterprises to inform traditional organizational theories. Taken together, our analysis of tensions in social enterprises integrates and seeks to energize research on this expanding phenomenon. (shrink)

ABSTRACT:In a world filled with poverty, environmental degradation, and moral injustice, social enterprises offer a ray of hope. These organizations seek to achieve social missions through business ventures. Yet social missions and business ventures are associated with divergent goals, values, norms, and identities. Attending to them simultaneously creates tensions, competing demands, and ethical dilemmas. Effectively understanding social enterprises therefore depends on insight into the nature and management of these tensions. While existing research recognizes tensions between social (...) missions and business ventures, we lack any systematic analysis. Our paper addresses this issue. We first categorize the types of tensions that arise between social missions and business ventures, emphasizing their prevalence and variety. We then explore how four different organizational theories offer insight into these tensions, and we develop an agenda for future research. We end by arguing that a focus on social-business tensions not only expands insight into social enterprises, but also provides an opportunity for research on social enterprises to inform traditional organizational theories. Taken together, our analysis of tensions in social enterprises integrates and seeks to energize research on this expanding phenomenon. (shrink)

Using questionnaires, case studies, and problem-solving exercises, Robert C. Solomon shows corporations, employees, and students of business how to explore their own ethical principles and integrity. He illustrates how a workable ethical program can save a company when disaster strikes, as in the case of Johnson & Johnson's handling of the Tylenol poisonings, and how the lack of one can ensure the death of a good reputation, as in the case of Nestle's slow response to the protest they met (...) with they began marketing baby formula in third-world countries. Originally published as It's Good Business, this book has been extensively revised and updated to address ethical issues of the 1990s. The new edition includes new or expanded chapters on quality management, the customer, America and Japan, the environment, sexual harassment, and the glass ceiling for women and minorities. (shrink)

There are many ethical issues that arise during the period of transition from a planning economy to a market economy. Academics and researchers on ethics appear to think that business and ethics overlap. However, this paper addresses the relation between business and ethics from the perspective of business people. From a historical and cultural perspective, the connection between business and ethics is relevant. But in practice business people only sometimes regard this connection as useful, most (...) of the time considering the two as being quite separate. In interviews of 21 people who are owners, chief executive officers or senior managers in state–owned or private enterprises, this study found that business ethics is indeed a dilemma for them for reasons of competitive survival. Therefore, in order to improve the ethical climate, the definition of enterprise, the guidance of government policy and the audit system all have an important role to play. (shrink)

Emotion recognition is an important part of building an intelligent human-computer interaction system and plays an important role in human-computer interaction. Often, people express their feelings through a variety of symbols, such as words and facial expressions. A business ecosystem is an economic community based on interacting organizations and individuals. Over time, they develop their capabilities and roles together and tend to develop themselves in the direction of one or more central enterprises. This paper aims to study a (...) multimodal ER method based on attention mechanism. It analyzes the current emotional state of consumers and the development direction of enterprises through multi-modal ER of human emotions and analysis of market trends, so as to provide the most appropriate response or plan. This paper firstly describes the related methods of multimodal ER and deep learning in detail, and briefly outlines the meaning of enterprise strategy in the business ecosystem. Then, two datasets, CMU-MOSI and CMU-MOSEI, are selected to design the scheme for multimodal ER based on self-attention mechanism. Through the comparative analysis of the accuracy of single-modal and multi-modal ER, the self-attention mechanism is applied in the experiment. The experimental results show that the average recognition accuracy of happy under multimodal ER reaches 91.5%. (shrink)

This study demonstrates the importance of social context to the study of networks vital to business success. Results from analyses of the personal and business characteristics associated with different types of networks, a topic that has been neglected in past research, show the importance of structural perspectives emphasizing that women and men in the same situations have similar networks. Yet there are some network differences even among these women and men who operate the same kinds of businesses. This (...) suggests that insights from gender construction perspectives should be integrated into network and other gender inequality studies. (shrink)

The effective functioning of a modern enterprise necessitates the awareness of the owners and managers of its strategic orientations, the state of the internal and external environment, its competitive advantages, entrepreneurial potential and development prospects. A well-built business model of the enterprise helps to face these urgent and permanent challenges. However, the formation of a real business model of the enterprise necessitates mastering of theoretical and methodological bases and implementation of long-term practical measures in the field of assessment, (...) shaping, organization and control. This study offers a comprehensive business model of the enterprise that systematically identifies key factors which influence business activity of the enterprise and provide value logic for doing business in the global economic environment. (shrink)

Taiwanese enterprises generally display a tacit acceptance and practice of globally-recognized business ethics such as the respect of human rights. Yet some Taiwanese business supervisors subscribe instead to a philosophy of leadership, dubbed "pseudo-harmony", which actively seeks to evade responsibility and any conflict of interest with profitability. Meanwhile other Taiwanese entrepreneurs are even less enlightened, dictatorially upholding self-serving regimes which operate on a philosophy which is euphemistically referred to as "householder management".These attitudes result in the sub-optimal development (...) of "organizational democratization" within Taiwanese enterprises and hi-light the fragility of "ethical leadership" in Taiwan. There is a strong argument, therefore, that Taiwanese business needs to become both its own analyst and therapist if it is to enhance its "governance ethics". Only this way can the nation's enterprises evolve their ethical responsibilities to stakeholders and sustain their competitiveness in a global market that increasingly demands an adherence to ethical standards. (shrink)

This research article analyses the influence of micro-enterprise managers' perception of their relationship to their environment on the nature of their ethics. We carried out a survey with the head managers of 125 French MEs, providing a large set of primary data. Two types of variables were defined: variables related to the nature and intensity of the relationships between ME managers and their social environment, and variables related to the ethical framework that the managers used. The results of univariate and (...) bivariate analyses show significant statistical relationships between the variables that indicated perceived embeddedness in the community and ethical variables. This result underlines the idea that "communities of ethics" may have an important influence in MEs. (shrink)

In African countries such as Ghana, microentrepreneurs make formal economy goods and services available to base of the pyramid (BOP) consumers. Multinational enterprises (MNEs) co-opt BOP business models when they enter the BOP market. We conducted a case study of six MNEs and 36 microentrepreneurs in three key sectors. In two sectors (fast-moving consumer goods and telecommunications), reverse bridging enables MNEs to capture value from BOP business models, which has a negative impact on both the financial and (...) social capital of microentrepreneurs. In the third sector (finance), microentrepreneurs are buffered from the negative effects of co-optation through a process of integrating, which enhances their social capital but reduces their financial capital. Our research contributes to the BOP literature, first by demonstrating that financial and social capital are intertwined at the BOP level, and second by analyzing how the negative effects of co-optation can be cushioned by enhancing microentrepreneurs’ social capital. (shrink)

The purpose of the study is to identify promising opportunities for outsourcing business processes of an enterprise in the context of the COVID-19 pandemic. The scientific novelty lies in the fact that the article substantiates the possibilities of outsourcing business processes. As a result, it was found that today the global COVID-19 pandemic has forced companies to look for new ways to manage their enterprises, and outsourcing, having great advantages, provides many opportunities for this. It is concluded (...) that enterprises will face huge changes in the short term and must adapt today in order to continue to achieve their initial strategic goals based on the use of business process outsourcing. (shrink)

What kind of business environment can produce high single champion enterprise entrepreneurship is a new issue for discussion in research on entrepreneurship. Based on institutional configuration theory and the fcQCA method, the present paper analyses the relationship between the business environment and single champion enterprise entrepreneurship from the perspective of configuration. This paper studies the role of the business environment in 80 case cities all over the country in promoting high single champion enterprise entrepreneurship and discusses three (...) business environment configurations concerning high single champion enterprise entrepreneurship and two configurations concerning non-high single champion enterprise entrepreneurship. Three typical business environment element configurations can promote high single champion enterprise entrepreneurship, namely, the market innovation type dominated by multiple resources, the financial service–driven type assisted by resources, and the market-driven type led by financial services, which reflects the significance of financial services and the market environment. (shrink)

SMEs are the driving force of economies. However, they face challenges that affect their long-term survival, such as developing ethical business environments. Business ethicsrelated research is underdeveloped in SMEs, thus limiting our understanding of business ethics in SMEs. The purpose of this qualitative study was to investigate how business ethics is conceptualised in SMEs, using the Delphi Technique. In SMEs, business ethics is viewed as doing the right thing, having integrity, being transparent, trustworthy, and behaving (...) responsibly towards internal and external parties. The contribution of this article is that business ethics is perceived as upholding quality, being transparent and trustworthy. (shrink)

This research article analyses the influence of micro-enterprise (ME) managers’ perception of their relationship to their environment on the nature of their ethics. We carried out a survey with the head managers of 125 French MEs, providing a large set of primary data. Two types of variables were defined: (1) variables related to the nature and intensity of the relationships between ME managers and their social environment, and (2) variables related to the ethical framework that the managers used. The results (...) of univariate and bivariate analyses show significant statistical relationships between the variables that indicated perceived embeddedness in the community and ethical variables. This result underlines the idea that “communities of ethics” may have an important influence in MEs. (shrink)

The study explores the traits and influences on global business ethics practiced by Taiwanese enterprises in East Asia in order to provide those enterprises with a ready guide to contemporaneous standards of ethical management overseas and, in particular, in East Asia. The study randomly sampled 1496 Taiwanese enterprises in Mainland China, Vietnam and Indonesia. One questionnaire per enterprise was answered by Taiwanese owners or senior administrators. Some 375 valid responses, or 25% of the sample, were returned. (...) Taiwanese enterprises in East Asia were found to be ethically inclined in respect of their local environments and generic human rights, though one-third of participants identified themselves as "ethically lax". The study identified various influences on global business ethics viz. personnel localization, employment partnership, marketing ethics and the competitiveness of Taiwanese enterprises. (shrink)

This study examines the perceptions of Chinese executives concerning corporate social responsibilities in their Chinese subsidiaries of foreign multinational corporations in China. These Chinese subsidiaries are found in the elementary stage of corporate citizen development even though their headquarters are in the advanced stage. The key challenges of moving Chinese subsidiaries to be better corporate citizens in China are specific Chinese business culture, intellectual property rights, internal due process, insufficient Chinese government support, and lack of knowledge of Chinese subsidiaries. (...) Through this study, foreign multinational corporations need to invest in social capital that facilitates the transfer of knowledge of comprehensive corporate responsible practices from the headquarters to their Chinese subsidiaries, and to encourage their Chinese subsidiaries to be more actively engaged with external business partners that support corporate social responsibility. (shrink)