The corporate citizenship (CC) concept introduced by Dirk Matten and Andrew Crane has been well received. To this date, however, empirical studies based on this concept are lacking. In this article, we flesh out and operationalize the CC concept and develop an assessment tool for CC. Our tool focuses on the organizational level and assesses the embeddedness of CC in organizational structures and procedures. To illustrate the applicability of the tool, we assess five Swiss companies (ABB, Credit Suisse, (...) Nestlé, Novartis, and UBS). These five companies are participants of the UN Global Compact (UNGC), currently the largest collaborative strategic policy initiative for business in the world (www.unglobalcompact.org). This study makes four main contributions: (1) it enriches and operationalizes Matten and Crane’s CC definition to build a concept of CC that can be operationalized, (2) it develops an analytical tool to assess the organizational embeddedness of CC, (3) it generates empirical insights into how five multinational corporations have approached CC, and (4) it presents assessment results that provide indications how global governance initiatives like the UNGC can support the implementation of CC. (shrink)

This paper focuses on the _ethics of how_ to approach the introduction of MAiD as an organizational ethics challenge, a focus that diverges from the traditional focus in healthcare ethics on the _ethics of why_ MAiD is right or wrong. It describes a method co-designed and implemented by ethics and medical leadership at a tertiary hospital to develop a values-based, grassroots response to the decriminalization of assisted dying in Canada. This organizational ethics engagement method embodied core tenants that (...) drew inspiration from a variety of sources, including poetic ones. These tenants are: make the problem bigger; focus on values; cultivate open moral spaces; and trust emergence. The paper describes how these tenants were put into practice in order to create a rigorous and sustainable MAiD program that delivers high-quality care to patients and families while honoring the moral diversity of the hospital workforce. One of the goals in sharing this method is to provide a roadmap for healthcare organizations in Canada and other jurisdictions around the world that are facing the challenge of responding to patient requests for MAiD following the decriminalization of this care option. (shrink)

This paper acknowledges the paucity of attention regarding the development of ethics programs within an academic environment and describes in a case study how the Duquesne University schools of business attempted to introduce, integrate and promote its own ethics program. The paper traces the business school’s attention to mission statements, curriculum development, ethics policy, program oversight and outcome assessment. Lessons learned are offered as suggestions for others seeking to develop and implement an ethics program in their school.

Purpose: The main aim of this study was to examine the influence of organizational culture on strategy implementation in Kenya Government Tourism Agencies. Materials and Methods: The study used a positivist approach research philosophy. The research designs employed in this study were explanatory and descriptive research designs. The study population comprised of the tourism industry. The study included the ministry of tourism itself since it is the parent ministry that regulates and oversees the operations of the tourism agencies (...) to give a total of 10 areas of study. A sample of 327 was achieved based on the following formula. This study used primary data. The study used questionnaires and interview guides to collect both qualitative and quantitative data. Quantitative data was analyzed through scientific methods using the statistical package for social sciences (SPSS version 22) while qualitative data was analyzed thematically. The descriptive statistics was first used to analyze the demographic factors of the respondents using frequencies and charts. Inferential statistics such as correlation and multiple linear regression analysis were used to test the relationship among the variables as per the study hypothesis. Findings: The culture of an organization was found to play a critical role in implementation of strategies and consequently realizations of set objectives and profits in organizations. Organizational norms, ethics, employee training and organizational climate are very key in achieving success while implementing strategies. Implications to Theory, Practice and Policy: It is recommended that organizations (tourism industry) create strategy implementation promoting culture, culture of timeliness, innovative culture, ethics and one which promotes team spirit. These aspects of culture need to be reinforced and strengthened to ensure implementation of strategies is smooth and quick enough. This study thus bridges the gap between theory and practice, offering a nuanced understanding of the interplay between organizational culture and strategy implementation in a critical sector for Kenya's economy. (shrink)

This research investigated the organizational challenges related to the development and implementation of virtual reality technology for operation in a conservative heavy machinery industry. The incorporation of a VR solution for heavy machinery equipment enhanced the safety and convenience of operation under dangerous work conditions. However, the development and implementation processes faced challenges. Furthermore, the adoption of the solution by users was perceived to be slower than anticipated. We aimed to explore the main challenges that the developer (...) organization faced and how it also influenced user organizations. Due to the exploratory nature of the research, qualitative analysis was chosen, interviews were conducted, and thematic analysis was applied. The themes and subthemes were identified and discussed. The results showed the existence of challenges related to technology maturity, managerial challenges regarding communication and support coordination, workload, and multiple stakeholder management. The findings emphasize the importance of attending to the existing and potential organizational challenges before and throughout technological innovation. Theoretical and managerial implications are discussed, and a future research agenda is suggested. (shrink)

Food safety, ultimately, is a human-centred work. No matter how regulations are coercively released and implemented, the free will and behaviors of human actors (e.g., employees) leads to a real result in food safety. A real motivator of such free will and behaviors is organizational culture that stimulates meaningful organizational actions. Based on such rationale, this conceptual paper with Walmart as an example case sets to discuss the relationships between green organizational culture, corporate social responsibility, and food (...) safety. As organizational culture has been largely discussed in Management and Business literature, green organizational culture and its impacts on socially and environmentally friendly organizational behaviors, as well as public health outcomes like food safety, is wanted. With the clarification of the relationships between these three important constructs, theoretical implications for future research and practical implications for governance and policy-making are well generated. (shrink)

Outcomes research in healthcare has been a topic much addressed in recent years. Efforts in this direction have been supplemented by work in the areas of guidelines for clinical practice and computer-interpretable workflow and careflow models.In what follows we present the outlines of a framework for understanding the relations between organizations, guidelines, individual patients and patient-related functions. The derived framework provides a means to extract the knowledge contained in the guideline text at different granularities, in ways that can help us (...) to assign tasks within the healthcare organization and to assess clinical performance in realizing the guideline. It does this in a way that preserves the flexibility of the organization in the adoption of the guidelines. (shrink)

Research on the implementation of corporate social responsibility (CSR) has revealed the critical role of CSR departments vis-à-vis functional departments. While both CSR and functional departments influence CSR implementation, the question of how they work together remains underexamined. We address this question by mobilizing and merging two complementary yet separate perspectives on CSR implementation: “coordination” and “enactment.” Building on a comparative case study involving seven large Swiss financial institutions that have established CSR departments and implemented CSR to (...) varying extents, we inductively derive six courses of actions conducing to CSR implementation, involving both coordination and enactment. We distinguish between four courses of actions in the CSR departments ( centralizing, coalescing, orchestrating, and consulting) and two courses of actions in the functional departments ( decentralizing and tailoring). As our data suggest that coordination and enactment work in tandem, we capture these insights in a model of CSR implementation as coordinated enactment. Our research contributes to the literature by explaining how CSR departments and functional departments enact and simultaneously coordinate CSR at a particular implementation stage, thus illuminating how and why the variance in CSR implementation occurs. (shrink)

The focus of this article is on multi-organizational cross-sector social partnerships (CSSP), an increasingly common means of addressing complex social and ecological problems that are too extensive to be solved by any one organization. While there is a growing body of literature on CSSP, there is little focus on collaborative strategic management, especially where implementation and outcomes are concerned. This study addresses these gaps by offering a conceptual model of collaborative strategic management, which is then tested through the (...) use of two qualitative empirical cases of collaborative regional sustainable development strategies (CRSDS). The model augments previous collaboration models by highlighting two levels of implementation (the collaboration and the organizational levels) and by considering the different types of outcomes, and the feedback loops. (shrink)

Because corporate social responsibility (CSR) is potentially beneficial for companies, it is important to understand the factors that improve a company’s CSR practice. Scholars hypothesize that facilitating learning organization characteristics, which are divided in characteristics at the organizational and the operational level, may improve CSR implementation. These characteristics stimulate companies and their members to be critical, learn from the past, and embrace change, but there is limited empirical evidence of this approach. This study addresses this gap by surveying (...) 280 CSR professionals and performing bootstrap mediation analyses to test multiple hypotheses. Learning organization characteristics at the organizational level, play a key role in supporting CSR implementation: leadership for learning, system connection, and group learning show a direct relationship with CSR implementation. It is striking that the role of the learning organization characteristics at the operational level is only indirect; the organizational characteristics mediate their relationship with CSR implementation. (shrink)

Many organizations have adopted an organizational ethics program to prevent unethical behavior within the organization. Decoupling the adoption of ethics programs from their implementation has been identified in the literature as an explanation for the ineffectiveness of such programs. In addition to this so-called policy–practice decoupling, means–ends decoupling may also occur when a well-implemented ethics program is nevertheless ineffective. This study investigates whether team ethical culture (TEC) acts as a coupling mechanism that mediates the effects of a well-implemented (...) ethics program on unethical behavior in teams. We conducted a survey of 202 teams working in a business organization in the UK. The results of a structural equation analysis support the claim that TEC mediates this relationship. Based on this team-level case study, we argue that organizations that aim to implement an effective ethics program should acknowledge and manage TECs to avoid means-ends decoupling. (shrink)

Implicit bias is one of the most successful cases in recent memory of an academic concept being translated into practice. Its use in the National Science Foundation ADVANCE program—which seeks to promote gender equality in STEM careers through institutional transformation—has raised fundamental questions about organizational change. How do advocates translate theories into practice? What makes some concepts more tractable than others? What happens to theories through this translation process? We explore these questions using the ADVANCE program as a case (...) study. Using an inductive, theory-building approach and combination of computational and qualitative methods, we investigate how the concept of implicit bias was translated into practice through the ADVANCE program and identify five key features that made implicit bias useful as a change framework in the academic STEM setting. We find that the concept of implicit bias works programmatically because it is demonstrable, relatable, versatile, actionable, and impartial. While enabling the concept’s diffusion, these characteristics also limit its scope. We reflect on implications for gender theories of organizational change and for practitioners. (shrink)

Drawing on strategic choice theory, we investigate the influence of CEO leadership styles and personal attributes on the implementation of organizational diversity management practices. Specifically, we examined CEO transformational and transactional leadership in relation to organizational diversity practices and whether CEO social values and age may moderate these relationships. Our results suggest that transformational leadership is most strongly associated with the implementation of diversity practices. Transactional leadership is also related to the implementation of diversity management (...) practices when either CEO social values or age are relatively high. These findings extend previous work examining predictors of diversity management in organizations and highlight the central role that organizational leaders may play in the successful implementation of these practices. (shrink)

The development of behavioral ethics has brought forth a detailed understanding of the processes of moral perception, decision-making and behavior within and beyond organizations and communities. However, prescriptive recommendations of behavioral research regarding how to support an ethical environment often underestimate the specifics of organizational characteristics that may encourage the occurrence and persistence of dishonesty, especially regarding deception as a desired action in some instances by some employees and managers. Furthermore, behavioral research does not adequately recognize the notion that (...) dishonesty can be sometimes viewed as an acceptable cost for some expected traits or skills of an employee such as intelligence or creativity. Under some conditions, deception can be even considered a moral, prosocial activity. Finally, formal ethics systems and situational measures to promote honesty may be inefficient or directly harmful. This article highlights questions of how to assess such factors in research on (un)ethical behavior within organizations. (shrink)

In organizational psychology the positive effects of democratically structured enterprises on their employees are well documented. However, the longstanding viability as well as economic success of democratic enterprises in a capitalistic market environment has long been contested. For instance, this has given rise to widespread endorsement of the “degeneration thesis” and the so-called “iron law of oligarchy”. By reviewing 77 qualitative studies that examined 83 democratic enterprises within the last 50 years, the present systematic review provides evidence that such (...) enterprises are able to economically survive and prosper. The majority of studied enterprises either resisted pressures toward degeneration or subsequently regenerated after undergoing degenerative processes. Only 9.5% fully degenerated in accordance with the degeneration thesis and the “iron law of oligarchy”, while 27.0% of the democratic enterprises showed diverse and mixed forms of degeneration tendencies, indicating that the notion of an “iron law” needs to be revised. Within the nine investigated cases of Mondragon not one single enterprise or group fully degenerated. Three cases showed degenerative tendencies, another three one degeneration tendencies and simultaneously regeneration, one case fully resisted degeneration tendencies and two cases regenerated. Further, this systematic review provides an overview of organizational and external conditions, non-/democratic or non-/participative practices and psychological phenomena that contribute to the degeneration, regeneration, or resistance to degeneration. The described examples of such practices may help practitioners to implement and maintain democratic structures and processes in contemporary organizations. (shrink)

Organizations interested in employee ethics compliance face the problem of conflict between employee and organizational ethical standards. Socializing new employees is one way of assuring compliance. Important for longer term employees as well as new ones, however, is making those standards visible and then operable in the daily life of an organization. This study, conducted in one large organization, found that, depending on organizational level, awareness of an organization's ethical standards is predicted by managerial adherence to and (...) class='Hi'>organizational compliance with those standards and/or discussions with peers. Regardless of level, organizational commitment was predicted most strongly by managerial adherence to organizational standards. These findings have theoretical implications for the fields of business ethics, organizational identity and organizational socialization and practical implications for the implementation of ethics policies. (shrink)

Organizational integrity is a key concept with and through which a company can assume its responsibility for ethical and societal issues. It is a basic premise for sustainable corporate success, as ethical risks ultimately become economic risks for a company. Recent research shows the potential of integrity‐based governance models to reduce corporate risks and to improve business performance. However, companies are not yet able to assess nor evaluate their level of organizational integrity in a sound and systematic way. (...) We aim to develop a theoretical model as a basis for the measurement of organizational integrity by conceptualizing the construct and sizing the theoretical model's scope. We suggest that the theoretical model follows a holistic approach and involves three types of dimensions: prerequisite dimensions, independent dimensions, and dependent dimensions. The organizational integrity triad—consisting of active commitments to self‐imposed norms and principles, their transparent institutionalization into corporate processes and structures, and their implementation into action—plays a key role in this context. (shrink)

This article gives a practice-based overview of the implementation aspects of Corporate Responsibility. After discussing the success factors for implementing Corporate Responsibility, the article describes a model for implementing Corporate Responsibility. Special attention is given to the success factors in the subsequent phases of implementation (sensitivity to the organizational environment, awareness of core values and clear leadership), to ensure that the most optimal results attainable for the organization can be reached. The implementation-model is clarified by looking (...) at experiences in implementing Corporate Responsibility at Chiquita. (shrink)

This article gives a practice-based overview of the implementation aspects of Corporate Responsibility. After discussing the success factors for implementing Corporate Responsibility, the article describes a model for implementing Corporate Responsibility. Special attention is given to the success factors in the subsequent phases of implementation (sensitivity to the organizational environment, awareness of core values and clear leadership), to ensure that the most optimal results attainable for the organization can be reached. The implementation-model is clarified by looking (...) at experiences in implementing Corporate Responsibility at Chiquita. (shrink)

Previous research has examined the relationship between CSR and innovation and has suggested that the former might positively affect the latter; however, the impact of CSR on innovation success needs further attention. This study aims to develop a deeper understanding of how environmental and social CSR are related to innovation performance and whether the implementation of organizational practices might moderate this relationship. The results are based on an unbalanced panel of 14,313 observations of 3713 firms covering 2011–2015. Using (...) random-effects probit models and the estimation of average marginal effects (AMEs), this paper contributes to the literature on CSR by explaining how CSR dimensions affect innovation success differently and by addressing how this effect is influenced by organizational innovation. The results show that while environmental CSR orientation proves beneficial for the generation of process innovation, social CSR orientation contributes to the generation of both kinds of technological innovations only when internal organizational practices are implemented. This study provides valuable insights for managers aiming to implement a CSR perspective in their strategies to support the pursuit of innovation. (shrink)

An ethics reflection group is one of a range of ethics support services developed to better handle ethical challenges in healthcare. The aim of this article is to evaluate the implementation process of interdisciplinary ERGs in psychiatric and general hospital departments in Denmark. To our knowledge, this is the first study of ERG implementation to include both psychiatric and general hospital departments. The implementation and evaluation strategies are inspired by action research, using a qualitative approach and systematic (...) text condensation of 28 individual interviews and 4 focus groups with clinicians, ethics facilitators and ward managers. The implementation process was influenced by both structural factors and factors related to clinicians having different values, interests and experiences. Structural barriers and promotors in the process to implement ERG included the following sub-categories: Organizational factors, recruitment and training of ethics facilitators, the deliberation model, planning and recruitment of participants to the ERGs, the support of the ward managers and the project group. Barriers and promotors found among clinicians included the following sub-categories: Expectations and pre-understandings of ERGs, understandings of a physician’s job, challenges experienced by ethics facilitators. At the end of the study, when it was decided that the ERGs should be continued, the implementation strategies were remodeled by the participants to meet new challenges. The study of ERG implementation identified important structural and professional barriers and promotors that are likely to be relevant to anyone wanting to implement ethics support services across various types of healthcare services. (shrink)

The study aimed to look into the organizational performance of Higher Education Institutions in the Philippines particularly in Zamboanga del Norte. The descriptive method of research was used. There were 95 respondents to the survey. Frequency count, percentage, and Mean were used as a statistical tool. The investigation revealed that organizational performance of the Higher Education Institutions involved was found to be very good along the areas of VMGO, faculty, curriculum and instruction, support to students, research, extension, library, (...) physical plant and facilities, laboratories and administration. The Higher Education Institutions met the standards of quality over and above the minimum requirement of government under Article XIV Accreditation, Section 60. There were areas need to focus such as congruent to the needs of the people in the community, monitoring of faculty adequacy and loading, sourcing out funds and other resources, and maintaining safety and security inside the campuses, even though all areas in organizational performance found very good, Further, the administration continuously requires planning, implementation, monitoring, and evaluation. (shrink)

This chapter aims to combine the general framework of social investment with organizational forms and possible organizational changes. This chapter underlines mixed specifics of the contributions of various entities of the public sector, the private sector, the non-governmental sector, the informal sector, and hybrid organizations to the implementation of the creative ageing policy. The chapter also includes recommendations for the management of the creative ageing programs.

Purpose - The article aims to attempt to define the work and organization engagement of the employees of one of the exclusive hotel spa in Poland. The present paper proposes that organizational roles taken by employees differentiate symptoms of their engagement. The research aims to test the hypothesis and to show the differences at the level of concepts and behaviors. Design/methodology/approach - The following study is an attempt to define the work and organizational engagement of employees of one (...) of the exclusive SPA hotels in Poland. The study was conducted using qualitative methods in the form of individual interviews and a group interview. The study described is part of a bigger project implemented in a Hotel. One department within the hotel, the kitchen of the main restaurant, was chosen for analysis. As such, opinions of two managers of various ranks and seven persons from the aforementioned department are presented in this paper. Findings - Data analysis allowed us to conclude that organizational roles performed by employees may, in an influential way, shape the level and mental representation of the work and organizational engagement. Our results show that the higher position an employee has in the organizational hierarchy, the better is his/her understanding and the bigger is level of engagement both in work and in the organisation. What’s more, higher organizational role is conducive to mixing these two perspectives, and the lower role makes them clearly separated. (shrink)

Studies on ‘Big Science’ have shifted our perspective from the complexity of scientific objects and their representations to the complexity of sociotechnical arrangements. However, how scientists in large-scale research attend to this complexity to facilitate and afford knowledge production has rarely been considered to date. In this article, we locate organizational complexity on the level of organizing practices that follow multiple and divergent logics. We identify three strategies of managing organizational complexity, drawing on existing literature on large-scale research (...) as well as own empirical research. The three strategies are: segmenting research infrastructure, introducing elements of bureaucratic governance, and implementing standards and standardization. We illustrate these strategies with examples from our empirical case study on experimental particle physics research at CERN’s Large Hadron Collider. While the strategies we identified help to cope with the complexity of some organizational tasks by dividing, ordering, or mediating between divergent organizational logics, we find that organizational complexity overall is not reduced but rather displaced. We argue that dealing with complexity is a dynamic and ongoing process, which inevitably generates novel organizational complexity. (shrink)

In the process of implementing an ethical code of conduct, a business organization uses formal methods. Of these, training, courses and means of enforcement are common and are also suitable for self-regulation. The USA is encouraging business corporations to self regulate with the Federal Sentencing Guidelines (FSG). The Guidelines prescribe similar formal methods and specify that, unless such methods are used, the process of implementation will be considered ineffective, and the business will therefore not be considered to have complied (...) with the guidelines. Business organizations invest enormous funds on formal methods. However, recent events indicate that these are not, by themselves, yielding the desired results. Our study, based on a sample of 812 employees and conducted in an Israeli subsidiary of a leading multinational High-Tech corporation headquartered in the US, indicates that, of the methods used in the process of implementation, one of the informal methods (namely, the social norms of the organization) is perceived by employees to have the most influence on their conduct. This result, when examined against employee tenure, remains relatively stable over the years, and stands in contradistinction to the formalistic approach embedded in the FSG. We indirectly measure the effectiveness of the percieved most influential implementation process methods by analyzing their impact on employee attitudes (namely, personal ethical commitment and employees'' commitment to organizational values). Our results indicate that the informal methods (manager sets an example or social norms of the organization) are likely to yield greater commitment with respect to both employee attitudes than the formal method (training and courses on the subject of ethics). The personal control method (my own personal values) differs significantly from all the other methods in that it yields the highest degree of personal ethical commitment and the lowest degree of employees'' commitment to organizational values. (shrink)

Transformational development is a concept of change that originated in the Christian context but has now become generally used in the work of both secular and faith-based organizations. The growing use of the concept by organizations that are fundamentally different has naturally led to some confusion about what the concept means and what it takes to effectively implement it. In this article, we describe the key features of the concept and how they are important in determining the organizational requirements (...) for its effective implementation. Drawing on a few cases, the paper highlights the centrality of faith in transformational development work. (shrink)

In the current literature, institutional adoption of Corporate Social Responsibility (CSR) governance standards is mainly understood in a binary sense (adoption versus no adoption), and existing research has hitherto focused on inducements as well as on barriers of related organizational change. However, little is known about often invisible internal adoption patterns relating to institutional entrepreneurship in the field of CSR. At the same time, additional information about these processes is relevant in order to systematically assess the outcomes of institutional (...) entrepreneurship and to differentiate between substantive versus symbolic implementation. In this paper, we contribute a comparative intraorganizational differentiation of institutional adoption processes in the field of CSR, and we distinguish between broad and narrow organizational institutional adoption across different management functions relating to institutions of a similar type. Our study is based on a quantitative survey among members of the United Nations Global Compact Network Germany, as well as on qualitative interviews. We analyze different institutional adoption patterns and derive ten theoretical predictors of diverse institutional adoption choices and thereby inform the literatures on institutional entrepreneurship, CSR governance, and Multi-Stakeholder Initiatives. Besides our theoretical contributions, our findings serve as a source of information for practitioners engaged in CSR governance as they provide new insights into the managerial perception and assessment of different CSR standards and initiatives. (shrink)

Green human resource management (GHRM) seeks to reorient human resource strategy and practices to an organization's environmental sustainability goals. A small body of research has so far shown that GHRM is positively related to organizational sustainability, yet the results are somewhat variable. This calls into question regarding the boundary conditions of this relationship. In this study, the moderating role of top management team (TMT) support has been examined as senior managers have a key role to play in ensuring that (...) GHRM is valued, widely recognized, and implemented as intended. Based on the existing literature, a model has been developed and then tested with partial least square structural equation modeling, with feedback from 372 human resource managers across several organizations. The results show a positive relationship between GHRM and sustainability, and the results also show that the TMT support strengthens this relationship. Importantly, the study reveals a positive and significant relationship between sustainability and organizational performance. (shrink)

As the market transactions in the economic activity is more the behavior of the organizational level, organizational integrity is compared to the individual integrity of the public on a broader and more general effects. Analysis of the integrity of this organization and the similarities and differences between individual integrity, honesty is the organization that the organization as a social environment moral actors, and consciously abide by the value of commercial operations and a series of ethical rules. Article reveals (...) the role of organizational integrity, and its positioning to become the organization's strategic assets, and further proposed the construction of organizational integrity of the base path. Comparing with individual integrity, Organization integrity plays a more important role in public society with more widely and general influence, because most important economic behaviors and activities in the market economy are between organizations rather than between individuals. The common points and difference of individual and organizational integrity are systematically analyzed in this paper; In the theory of organizational integrity, organizations are viewed as ethical behaviorer who consciously comply with business value and ethical regulation. The function of organization integrity and its positioning as one of the strategic assets in the organization are also discussed. The paper also developed the path to construct organizational integrity: through the construction of leader's individual integrity together with the implementation of organizational ethical compliance program, this suggestions will be valuable to improve the organizational integrity level of Chinese enterprises. (shrink)

The development of effective means to enhance research integrity by universities requires baseline measures of individual, programmatic, and institutional factors known to contribute to ethical decision making and behavior. In the present study, master’s thesis and Ph.D. students in the fields of biological, health and social sciences at a research extensive university completed a field appropriate measure of research ethical decision making and rated the seriousness of the research issue and importance for implementing the selection response. In addition they were (...) asked to rate their perceptions of the institutional and departmental research climate and to complete a measure of utilitarian and formalistic predisposition. Female students were found to be more ethical in their decision making compared to male students. The research ethical decision measure was found to be related to participants’ ethical predisposition and overall perception of organizational and departmental research climate; however, formalism was the only individual predictor to reach statistical significance and none of the individual subscales of the research climate measure were significantly correlated to ethicality. Participants’ ratings of the seriousness of the issue were correlated with their ratings of the importance of carrying out their selected response but neither was significantly predictive of the ethicality of their responses. The implications of these findings for the development of more effective training programs and environments for graduate students in research ethics and integrity are discussed. (shrink)

In this chapter it is demonstrated that the way in which leaders implement a decision largely depends on the nature of it, that is, whether it is strategic or not. Leaders must be as open as possible and not withhold information from the persons involved in the process. Therefore, they should distribute as much relevant information as possible to meeting participants before a meeting. At the same time, they must be able to steer the process. It is not unusual for (...) there to be a separation between the formulation and implementation of a strategic decision. Often, it is the top leadership that formulates the decision problem and the middle managers that implement its solution. For this reason, it is relatively common that the top leadership signals that the implementation has been successful as soon as the middle managers begin to report positive results. This can sometimes happen even though most of the implementation is incomplete. However, there are also cases where the top leaders rule out certain implementation processes as failures when in fact they prove later on to be successful. A common problem in organizations is that leaders often inherit the task of implementing decisions that past leaders have made. In order to succeed with an implementation, leaders must understand the importance of the process. They must communicate their vision clearly, evaluate and monitor continuously, and allow interested parties to participate actively in the process. They should also understand that what at first may look like a failure, at a later stage may prove to be a success -/- . (shrink)

BackgroundThe clinical introduction of non-invasive prenatal testing for fetal aneuploidies is currently transforming the landscape of prenatal screening in many countries. Since it is noninvasive, safe and allows the early detection of abnormalities, NIPT expanded rapidly and the test is currently commercially available in most of the world. As NIPT is being introduced globally, its clinical implementation should consider various challenges, including the role of the surrounding social and cultural contexts. We conducted a qualitative study with healthcare professionals in (...) Lebanon and Quebec as case studies, to highlight the relevance of cultural contexts and to explore the concerns that should be taken into account for an ethical implementation of NIPT.MethodsWe conducted semi-structured interviews with 20 healthcare professionals (HCPs), 10 from each country, practicing in the field of prenatal screening and follow up diagnostic testing, including obstetricians and gynecologists, nurses, medical geneticists and, genetic counselors. We aimed to 1) explore HCPs’ perceptions and views regarding issues raised by NIPT and 2) to shed light on ways in which the introduction of the same technology (NIPT) in two different contexts (Lebanon and Quebec) raises common and different challenges that are influenced by the cultural norms and legal policies in place.ResultsWe identified challenges to the ethical implementation of NIPT. Some are common to both contexts, including financial/economic, social, and organizational/ educational challenges. Others are specific to each context. For example, challenges for Lebanon include abortion policy and financial profit, and in Quebec challenges include lobbying by Disability rights associations and geographical access to NIPT.ConclusionsOur findings highlight the need to consider specific issues related to various cultural contexts when developing frameworks that can guide an ethically sound implementation of NIPT. Further, they show that healthcare professional education and training remain paramount in order to provide NIPT counseling in a way that supports pregnant women and couples’ choice. (shrink)

Implementation of Solar Thermal Technology describes the successes and failures of the commercialization efforts of the U.S. solar thermal energy program, from the oil embargo of 1973 through the demise of the program in the early Reagan administration and its afterlife since then. The emphasis throughout is on lessons learned from the solar experience, with an eye toward applications to other projects as well as toward possible renewal of efforts at commercialization. Part I discusses the history of government involvement (...) in solar development and the parallel development of the market for solar products. Part II looks at the histories of specific commercialization programs for five areas. Parts III-VIII focus in turn on demonstration and construction projects, quality assurance, information dissemination programs, efforts to transfer technology to industry, incentive programs, and organizational support. Solar Heat Technologies: Fundamentals and Applications, Volume 10. (shrink)

In view of the scope and scale of the latest scandals, e.g. Enron's maximum breaking bankruptcy, the re-discovery of ethics in business has received an impressive boost. By now even car salesmen have written ethics, a Code of Conduct, e.g. in the USA or Poland. But there is no clear aim of the role ethics obtains in organizational settings as we may show in some small cases of practical approaches to deal with ethics in organizations. We discuss how ethics (...) is the prerequisite to conduct any business and what advantages may be realized if a clear set of ethics is followed. We will discuss three practical examples. In cases of ethics-based values-added management of Siemens (Germany), Boeing (U.S.) and SAP (Germany) we explain the mechanisms of ethics in management to strengthen organizational success. We emphasize the importance of clear ethics-related communication processes in organizations. We explain the use of communication theories inside organizational processes to clarify communication about such an abstract topic as ethics. Finally, we point out how a management of ethical ideas and cultural values should be designed in business enterprises. (shrink)

This paper extends previous attempts at understanding the nature of organizational integrity and its increasingly important role for companies which, after all, bear a moral and societal responsibility. Interpretations of organizational integrity in business ethics literature incorporate aspects ranging from the behavior of managers and employees to corporate structures and incentive systems. We argue that virtue ethics builds an indispensable framework for understanding the origin of the concept of integrity and transfer these findings to an organizational level. (...) Hence, we first define organizational integrity, and second operationalize it in a closed three-step process, consisting of morally sound corporate commitments, their transparent institutionalization within the company, and their implementation into actions. We consider the main goal of organizational integrity to be of a preventative investment nature. Organizational integrity is a company investment that translates into avoiding fines for potential violations of the law or ethical missteps, as well as an investment in the company’s reputation. In turn, organizational integrity can protect a company from disruptions that can threaten its existence. Defining and operationalizing the concept of organizational integrity provides the foundation for future scientific research and the basis for developing practical guidance for organizations and managers. (shrink)

Interdisciplinarity is widely considered necessary to solving many contemporary problems, and new funding structures and instruments have been created to encourage interdisciplinary research at universities. In this article, we study a small technical university specializing in green technology which implemented a strategy aimed at promoting and developing interdisciplinary collaboration. It did so by reallocating its internal research funds for at least five years to “research platforms” that required researchers from at least two of the three schools within the university to (...) participate. Using data from semi-structured interviews from researchers in three of these platforms, we identify specific tensions that the strategy has generated in this case: in the allocation of platform resources, in the division of labor and disciplinary relations, in choices over scientific output and academic careers. We further show how the particular platform format exacerbates the identified tensions in our case. We suggest that certain features of the current platform policy incentivize shallow interdisciplinary interactions, highlighting potential limits on the value of attempting to push for interdisciplinarity through internal funding. (shrink)

More and more companies are developing corporate social responsibility -related programs which imply strategic and organizational changes. This article focuses on a public utility organization, the Groupe La Poste, in which CSR issues and practices are linked to its specific mission as a public service, thus defining and explicitly structuring its CSR programs. We explore the following research questions: Why did the Groupe La Poste formulate explicitly its CSR program? What is the content of this program and how it (...) is perceived by managers? To provide answers to these questions, we have developed a conceptual framework based on a literature review linking CSR to strategic and organizational change and we apply it to the Groupe La Poste. The analysis shows a progressive convergence between strategic and CSR trajectories and sheds light into how an organization can progressively integrate CSR as a central part of its strategic plan. It confirms the role of central dimensions that support the integration of CSR programs within the organization. CSR-related mission and vision aim at orienting the organization toward sustainability and responsibility. CSR-related principles and policies transpose vision and mission into commitments and guide the implementation and adoption of responsible behavior while CSR-related shared values underlie the whole program. (shrink)

This paper details the implementation of the Clinical Ethics Needs Assessment Survey (CENAS) through a pilot study in five units within Hamilton Health Sciences. We describe how these pilot sites were selected, how we implemented the survey, the significant results and our interpretation of the findings. The primary goal of this paper is to share our experiences using this tool, specifically the challenges we encountered conducting a staff ethics needs assessment across different units in a large teaching hospital, and (...) the facilitators to our success. We conclude with a discussion of the limitations of this study, our plans for using the results to develop a proactive ethics education strategy, and suggestions for other organizations wishing to adapt the CENAS to assess their staff ethics needs. Our secondary goal is to advance the “quality agenda” for ethics programs by demonstrating how a tool like the CENAS can be used to design more effective educational interventions, and to support strategic planning and proactive priority-setting for ethics programs. (shrink)

Although theory refers to organizational culture as an important variable in corrupt organizations, only little empirical research has addressed the characteristics of a corrupt organizational culture. Besides some characteristics that go hand in hand with unethical behavior and other features of corrupt organizations, we are still not able to describe a corrupt organizational culture in terms of its underlying assumptions, values, and norms. With a qualitative approach, we studied similarities of organizational culture across different corrupt organizations. (...) In this study, we performed content analysis on interviews of 14 independent experts about their experience with corrupt organizations. With this approach, we gained insights about different corrupt organizations spanning different branches (e.g., government, foreign trade, pharmacy, sports, building industry). We found that corrupt organizations perceive themselves to fight in a war, which leads to their taken-for-granted assumption that “the end justifies the means”. This assumption inspires many values and norms of the organizational culture. An important value in a corrupt organization is “security”, and an important norm is punishment of deviant (i.e., non-corrupt) behavior. Furthermore, managers and employees differ in their perception of organizational culture. While the management endorses values, such as success, results, and performance, and implements these values in their norms of goal setting, employees make use of rationalization strategies and endorse values of security and team spirit. (shrink)

This paper analyses the relationships between corporate community involvement activities, the organizational structures within which they are managed, the firm's industry and evolving stakeholder attitudes and preferences in a sample of 148 U.K. based firms who have demonstrated a clear desire to be socially responsible. The research highlights significant associations between the allocation of responsibility for community involvement within the firm, its industry and the extent of its community involvement activities. Consistent with the view that managerial structures may play (...) a significant role in the implementation of community initiatives, the results identify significant variations in community involvement policies across alternative organizational forms. However, important similarities in corporate community policies across alternative structures are also shown to exist suggesting that corporate community involvement activities may be influenced by the preferences of societal stakeholders. (shrink)

BackgroundWork stress is a serious problem in primary education. Decades of research underline the importance of participatory, organizational-level work stress prevention approaches. In this approach, measures are planned to tackle causes of work stress in a participatory manner and implemented by a working group consisting of members of the organization. This approach can only be effective if the measures contain effective ingredients to decrease work stress risks and are successfully implemented. The aim of this paper is to present an (...) outline of a work stress prevention approach that is evaluated in primary education. To ensure the appropriateness of measures, a logic model of change is built as part of the risk assessment to facilitate the selection of appropriate measures. Progression on target behaviors as well as implementation factors are real-time monitored during implementation and fed back to the working groups, to provide the opportunity to adjust action plans when needed to optimize implementation.MethodsThe approach consists of five steps: preparation: installing an advisory board and working groups, risk assessment: inventory of work stress risks. In addition, a behavioral analysis is performed to build a logic model of change to facilitate selection of measures, action planning: conducting an action plan with appropriate measures, implementation: implementing the action plan. During implementation progression on target behaviors and implementation factors are monthly monitored and fed back to the working groups, and evaluation: effects of the approach are studied in a controlled trial with measurements at baseline, 1 year, and 2 years follow-up. A process evaluation is carried out using quantitative and qualitative data to study the implementation process of all steps of the work stress approach.DiscussionWe believe that building a logic model of change and real-time monitoring of implementation could be of added value to improve the success of the work stress prevention approach. With this study, we aim to provide more insights into work stress intervention research, especially in primary education.Clinical Trial RegistrationThe study is registered in Netherlands Trial Register. (shrink)

Participatory research (PR) has been analyzed and documented from different points of view, with emphasis on the benefits generated for farmers. The effect of PR on organizational learning has, however, received little attention. This paper analyzes the interaction between a research and a development institution, the International Potato Center (CIP) and CARE in Peru, respectively, and makes the case that PR can contribute to creating a collaborative learning environment among organizations. The paper describes the evolution of the inter-institutional collaborative (...) environment between the two institutions for more than a decade, including an information-transfer period (1993–1996), an action-learning period (1997–2002), and a social-learning period (2003–2007). Several lessons learned from each period are described, as are changes in institutional contexts and stakeholders’ perceptions. The case shows that research and development-oriented organizations can interact fruitfully using PR as a mechanism to promote learning, flexibility in interactions, and innovation. Interactions foster the diffusion of information and the sharing of tacit knowledge within and between organizations, which in turn influences behavior. However, the paper also argues that long-term inter-organizational interactions are needed to facilitate learning, which can be used to influence the way organizations implement their interventions in a constantly changing environment. (shrink)

‘The loss of a stable state’ (Schon 1973 ) in organizational transformation can both be regarded as lamentable and inevitable. Transformation causes disruption and invasions of comfort zones to those affected by it, but it is nevertheless inevitable. The article maintains that while the loss of a stable state is inevitable in the stream of change confronting organizations today, points of stability and methods of dealing with instability are attainable through responsible management. The article postulates that steps taken by (...) responsible leadership in response to specific business crises will reduce the effects of instabilities brought about by such transformational situations and reassert a stable state more rapidly. Utilizing Weber’s ‘ideal type’ model format (Morrison 2006 ) with a specific example of international best practice of remedial steps taken by management in reaction to a specific crisis experienced by an organization, the article uses a qualitative historical case study analysis and quantitative time series research design to investigate South African firms which had recently faced crises impinging on their current corporate reputations. Findings suggest that both the number of remedial steps taken by companies and the speed in which they are implemented in conformance with the model are negatively associated with the size of the share price falls immediately post crises. The findings also suggest that larger share price appreciations over 6-month post-crises are associated with greater perceived corporate reputations and brand strengths. Tentative conclusions and possibilities for further research are briefly discussed. (shrink)