Effective corporate social responsibility policies are a requirement for today's companies. Policies have not only to be formulated, they also have to be delivered by corporate employees. This paper uses existing research findings to identify two types of factors that may impact on employee motivation and commitment to CSR ‘buy-in’. The first of these is contextual: employee attitudes and behaviours will be affected by organizational culture and climate, by whether CSR policies are couched in terms of compliance or in terms (...) of values, and by whether such policies are integrated into business processes or simply an ‘add-on’ that serves as window-dressing. The second set of factors is perceptual. Motivation and commitment will be affected by the extent to which they can align personal identity and image with that of the organization, by their perceptions of justice and fairness both in general and in terms of how CSR performance is rewarded, and by their impressions concerning the attitude of top management to CSR issues and performance. (shrink)

Effective corporate social responsibility policies are a requirement for today's companies. Policies have not only to be formulated, they also have to be delivered by corporate employees. This paper uses existing research findings to identify two types of factors that may impact on employee motivation and commitment to CSR ‘buy-in’. The first of these is contextual: employee attitudes and behaviours will be affected by organizational culture and climate, by whether CSR policies are couched in terms of compliance or in terms (...) of values, and by whether such policies are integrated into business processes or simply an ‘add-on’ that serves as window-dressing. The second set of factors is perceptual. Motivation and commitment will be affected by the extent to which they can align personal identity and image with that of the organization, by their perceptions of justice and fairness both in general and in terms of how CSR performance is rewarded, and by their impressions concerning the attitude of top management to CSR issues and performance. (shrink)

Abstract:The aim of this paper is to create a framework which can serve as a guide to the understanding of organizational ethicality. This is done by linking ethical and organizational theory. Organizational ethicality is about “being” as well as “doing”: relevant ethical theory is therefore both substantive (agent-centred, concerned with the “good”) as well as procedural (act-centred, concerned with the “right” in the sense of the moral or just thing to do). The ethical theories of Alasdair MacIntyre and Jurgen Habermas, (...) as representatives of these two traditions, are mapped onto a framework which characterises organizations as assemblages of practices supported by a climate embedded within an organizational culture. Organizational practice is articulated and given meaning within a discourse of “sensemaking” in which narrative creates space-time links between people and events. Within that same communicative climate practices are evaluated and decisions taken. This theoretical framework is specified in such a way as to highlight the parallels with the ethical theories of MacIntyre, who uses notions of practice, tradition and the narrative unity of moral experience to create an ethical theory of the “good,” and Habermas, who spells out the process of moral argumentation by which consensus on the “just” or “right” is reached. Some possibilities for further research are suggested at the end of the paper. (shrink)

Effective corporate social responsibility policies are a requirement for today's companies. Policies have not only to be formulated, they also have to be delivered by corporate employees. This paper uses existing research findings to identify two types of factors that may impact on employee motivation and commitment to CSR ‘buy‐in’. The first of these is contextual: employee attitudes and behaviours will be affected by organizational culture and climate, by whether CSR policies are couched in terms of compliance or in terms (...) of values, and by whether such policies are integrated into business processes or simply an ‘add‐on’ that serves as window‐dressing. The second set of factors is perceptual. Motivation and commitment will be affected by the extent to which they can align personal identity and image with that of the organization, by their perceptions of justice and fairness both in general and in terms of how CSR performance is rewarded, and by their impressions concerning the attitude of top management to CSR issues and performance. (shrink)

Can a business be said to demonstrate moral virtues, and does being virtuous mean that it is more likely to behave ethically?

Can a business be said to demonstrate moral virtues, and does being virtuous mean that it is more likely to behave ethically?

This paper offers an extended critique of the proliferation of talk and writing of business ethics in recent years. FollowingLevinas, it is argued that the ground of ethics lies in our corporeal sensibility to proximate others. Such moral sensibility, however, isreadily blunted by a narcissistic preoccupation with self and securing the perception of self in the eyes of powerful others. Drawing upon a Lacanian account of the formation of the subject, and a Foucaultian account of the workings of disciplinary power, (...) it is then argued that the governance of the corporation is effected precisely through encouraging such a narcissistic preoccupation with the self. For themost part our narcissistic concerns are bound to ethically indifferent financial interests. But in recent years they have also been harnessed to the demand for environmental, social and ethical responsibility by the corporation. It is argued, however, that the desire to be seen to be ethical-the ethics of narcissus-is the obverse of "being responsible for.". (shrink)

Often when a new scientific theory is introduced, new terms are introduced along with it. Some of these new terms might be given explicit definitions using only terms that were in currency prior to the introduction of the theory. Some of them might be defined using other new terms introduced with the theory. But it frequently happens that the standard formulations of a theory do not define some of the new terms at all; these terms are adopted as primitives. The (...) audience is expected to come to grasp the meanings of the primitive terms by learning the role they play in the theory and its applications. I shall call such new and undefined terms, as well as new terms that are defined using them, theoretical terms. [1] If T is a theory, the T-terms are the theoretical terms introduced by T. A theoretical term need not be a word new to human language; it might be an old term that is employed in a new and specialized sense, not equivalent to any of its familiar senses; e.g. “color” in quantum chromodynamics. (shrink)

“The most significant outcome of effective business ethics research would be an improvement of ethical standards and ethical behaviour in organizations”. So how can such research be made effective? The author is Lecturer in Management Studies, University of Cambridge, and Fellow of Lucy Cavendish College.

“The most significant outcome of effective business ethics research would be an improvement of ethical standards and ethical behaviour in organizations”. So how can such research be made effective? The author is Lecturer in Management Studies, University of Cambridge, and Fellow of Lucy Cavendish College.

As was announced at the beginning of this volume of Business Ethics: A European Review, the current editor is retiring from the editorship at the end of this year. It gives him great pleasure to announce that he will be succeeded as Editor of the Review by Dr Jane Collier, of the Judge Institute, Cambridge. In this invited article Dr Collier offers some reflections on how she envisages the future of the Review.

Britain’s Economic and Social Research Council offered criteria for excellence in research which appear to express a shared basic idea of research–as–dialogue. This approach does not appear to be met very well by business ethics research in the USA or the UK, but it was seen to be impressively present in some of the German contributions to the European Business Ethics Network conference held in Frankfurt last year. Dr Collier analyses the conditions which may underlie this difference of approach and (...) considers the contribution of modern “discourse ethics to the process of dialogue, concluding that dialogue “is an essential characteristic of research excellence”, and that without it we therefore fail to meet both our own standards and the needs of the business community”. Dr Collier is Lecturer in Management Studies the Judge Institute of Management Studies at the University of Cambridge, and Fellow of Lucy Cavendish College. (shrink)

Organizations in changing environments need to become flexible, responsive and participative. We develop an understanding of governance in these organizations by drawing analogies between organization theory and theories of non-linear dynamics. We identify freedom and creativity as driving principles in 'chaotic' participative organizations, and explore the ethics of their exercise within organizational communities of practice, communities of discernment and communities of commitment.

This paper addresses questions of ethics in the professional practice of architecture. It begins by discussing possible relationships between ethics and aesthetics. It then theorises ethics within concepts of 'practice', and argues for the importance of the context in architecture where narrative can be used to learn and to integrate past and present experience. Narrative reflection also takes in the future, and in the case of architecture there is a positive but not yet well accepted move (particularly within the 'academy') (...) to realise the imperative nature of architecture's responsibility with respect of global sustainability. Architects, more perhaps than other professions, use the faculty of imagination in their work, and this paper therefore maintains that architects as artists are uniquely qualified to exercise 'moral imagination' when it comes to situations where moral deliberation is needed. Pragmatism has given a new impetus to the importance of imagination in moral reflection, and I focus on John Dewey's categories of 'empathy' and 'dramatic rehearsal' as descriptors of moral imagination as applied in situations. I argue in conclusion firstly that empathy between end-users and architects is an essential but not always realised part of morality in architecture, and secondly that 'dramatic rehearsal', when extended more widely that a given situation, may lead architects to question the social, political and ecological contexts of their work and thus motivate them to prioritise the 'ethical' in all the choices they make. (shrink)

As was announced at the beginning of this volume of Business Ethics: A European Review, the current editor is retiring from the editorship at the end of this year. It gives him great pleasure to announce that he will be succeeded as Editor of the Review by Dr Jane Collier, of the Judge Institute, Cambridge. In this invited article Dr Collier offers some reflections on how she envisages the future of the Review.

Britain’s Economic and Social Research Council offered criteria for excellence in research which appear to express a shared basic idea of research–as–dialogue. This approach does not appear to be met very well by business ethics research in the USA or the UK, but it was seen to be impressively present in some of the German contributions to the European Business Ethics Network conference held in Frankfurt last year. Dr Collier analyses the conditions which may underlie this difference of approach and (...) considers the contribution of modern “discourse ethics to the process of dialogue, concluding that dialogue “is an essential characteristic of research excellence”, and that without it we therefore fail to meet both our own standards and the needs of the business community”. Dr Collier is Lecturer in Management Studies the Judge Institute of Management Studies at the University of Cambridge, and Fellow of Lucy Cavendish College. (shrink)