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)

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)

Block's target article makes a significant contribution toward sorting the neural bases of phenomenal consciousness from the neural systems that underlie cognitive access to it. However, data from developmental science suggest that cognitive access may be only one of several ways to access phenomenology. These data may also have implications for the visual-cognitive phenomena that Block uses to support his case.

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)

An award-wining biologist takes us on the dramatic expeditions that unearthed the history of life on our planet. Just 150 years ago,most of our world was an unexplored wilderness.Our sense of how old it was? Vague and vastly off the mark. And our sense of our own species’ history? A set of fantastic myths and fairy tales. Fossils had been known for millennia, but they were seen as the bones of dragons and other imagined creatures. In the tradition of The (...) Microbe Hunters and Gods, Graves, and Scholars, Sean Carroll’s Remarkable Creatures celebrates the pioneers who replaced our fancies with the even more amazing true story of how our world evolved. Carroll recounts the most important discoveries in two centuries of national history — from Darwin’s trip around the world to CharlesWalcott’s discovery of pre-Cambrian life in the Grand Canyon; from Louis and Mary Leakey’s investigation of our deepest past in East Africa to the trailblazers in modern laboratories who have located a time clock in our DNA. Join him in a rousing voyage of discovery, from the epic journeys of pioneering naturalists to the breakthroughs making headlines today. (shrink)

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.

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)

Some children living with life-shortening medical conditions may wish to attend school without the threat of having resuscitation attempted in the event of cardiopulmonary arrest on the school premises. Despite recent attention to in-school do-not-attempt-resuscitation (DNAR) orders, no assessment of state laws or school policies has yet been made. We therefore sought to survey a national sample of prominent school districts and situate their policies in the context of relevant state laws. Most (80%) school districts sampled did not have policies, (...) regulations, or protocols for dealing with student DNARs. A similar majority (76%) either would not honor student DNARs or were uncertain about whether they could. Frequent contradictions between school policies and state laws also exist. Consequently, children living with life-shortening conditions who have DNARs may not have these orders honored if cardiopulmonary arrest were to occur on school premises. Coordinated efforts are needed to harmonize school district, state, and federal approaches in order to support children and families' right to have important medical decisions honored. (shrink)

The sequencing of the human genome and decreasing costs of sequencing technology have led to the notion of ‘personalized medicine’. This has been taken by some authors to indicate that personalized medicine will provide individualized treatments solely based on one’s DNA sequence. We argue this is overly optimistic and misconstrues the notion of personalization. Such interpretations fail to account for economic, policy and structural constraints on the delivery of healthcare. Furthermore, notions of individualization based on genomic data potentially take us (...) down the road of genetic reductionism obscuring the role of environmental factors in disease and ill health. We propose that one should see personalized medicine as a way of using personal genomic information to stratify individuals into subpopulations and suggest that personalized medicine be seen within a broader idea of personalized healthcare, reflecting healthcare that integrates personal genomic data into cultural, environmental and personal contexts. (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 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.

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 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)

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.