This article presents an integrative conceptual framework for linking corporate social performance, stakeholders, and quality of management, then tests this framework empirically. Results provide strong support for the hypothesis that perceived quality of management can be explained by the quality of performance with respect to specific primary stakeholders: owners, employees, customers, and (marginally) communities, but treatment of ecological environmental considera- tions is not a significant factor.

This article presents a study of corporate-stakeholder relationships using an empirical technique called Data Envelopment Analysis (DEA) to assess company "best practices" with respect to five primary stakeholders at an industry level of analysis. Five key stakeholder domains are considered: community relations, employee relations, environment, customer (product category), and stockholders (financial performance). These data reflect the relationships between companies and these five primary stakeholders; these relationships are considered to be important elements of corporate social performance. About 15% of companies, on (...) average, are found to be operating at the multidimensional "best practices frontier" that DEA establishes. Differences in treatment of stakeholders within industries and between industries are observed. (shrink)

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Advance Praise: "A distillation of the wisdom accumulated over a lifetime by one of our leading thinkers in psychiatry. . . .It should interest. . .anyone who has thought seriously about the brain, the mind and the meaning of illness." --Albert J. Stunkard, M.D., Professor of Psychiatry, University of Pennsylvania.

The debate between the “Transcendental” and “Neo-” Thomists is an ongoing concern. Specifically, Jeremy Wilkins and John F.X. Knasas differ sharply over the correct interpretation of St. Thomas, Bernard Lonergan, and the very nature of cognition itself (ACPQ 78 [2004]). This debate is clouded, however, due to a lack of appreciation for key terms, specifically, “sensation” and Lonergan’s own phrase “the notion of being.” Using the distinction between precisive and non-precisive abstraction, the author clarifies the relevant sense of “sensation” and (...) its related concepts. The clarification reveals that Wilkins and Knasas use such terms in markedly different, though compatible ways. Second, the notion of being as it is presented in various texts of Lonergan is examined. Contrary to what is supposed by Knasas, the notion of being, for Lonergan, contributes no formal or constitutive element to human knowing, and is in fact a pure potency with respect to intelligibility. Accordingly, any concerns or charges of crypto-Kantianism with respect to Lonergan are unfounded. (shrink)

The debate between the “Transcendental” and “Neo-” Thomists is an ongoing concern. Specifically, Jeremy Wilkins and John F.X. Knasas differ sharply over the correct interpretation of St. Thomas, Bernard Lonergan, and the very nature of cognition itself (ACPQ 78 [2004]). This debate is clouded, however, due to a lack of appreciation for key terms, specifically, “sensation” and Lonergan’s own phrase “the notion of being.” Using the distinction between precisive and non-precisive abstraction, the author clarifies the relevant sense of “sensation” and (...) its related concepts. The clarification reveals that Wilkins and Knasas use such terms in markedly different, though compatible ways. Second, the notion of being as it is presented in various texts of Lonergan is examined. Contrary to what is supposed by Knasas, the notion of being, for Lonergan, contributes no formal or constitutive element to human knowing, and is in fact a pure potency with respect to intelligibility. Accordingly, any concerns or charges of crypto-Kantianism with respect to Lonergan are unfounded. (shrink)

Meta-governance is Earth system governance for dealing with the global commons. This article develops a whole network approach to meta-governance to explore the potential for collective action for sustainable development by a loosely coupled network of networks. Networked corporate social responsibility governance has emerged around corporate sustainability and responsibility in the first years of the 21st century. Growing agreements and interactions among CSR initiatives suggest the development, structure, and governance of networked CSR governance as a network that can analytically be (...) viewed as a whole and as a platform for learning about systemic change. Using the evolution of CSR initiatives from about 1990 to 2014, the authors differentiate four developmental stages: independent and fragmented multistakeholder networks as CSR governance, collaborative CSR governance, networked CSR governance, and integrated networked CSR governance. The authors then present a framework to analyze networked CSR governance as a whole network experimenting with meta-governance. (shrink)

Needleman's (1993) reply to our article in this journal (Emhart, Scarr, & Geneson, 1993) is a good example of the tactics he uses to deflect attention from questions of his scientific misconduct. Rather than address the many doubts about his scientific conduct, he attempted to focus readers' attention on (a) the motives and character of colleagues who question his research, (b) legitimate debates in the research literature on low-level lead effects on children, and (c) testimonials by colleagues who cannot know (...) about misconduct in his research. He did not address our major thesis-that procedures by which investigations of scientific misconduct are carried out require revision. Our experiences as whistleblowers were used to illustrate the need for change. Needleman's reply illustrates how he has dealt with the series of investigations of his scientific misconduct-with sarcasm and innuendoes about the honesty and character of investigators, portrayed as conspirators with the lead industry (and newspaper columnists?) to bring him down. For more details of his obfuscation, see Scarr (1993), Emhart (1993), and Ernhart and Scarr (in press). (shrink)

This Agenda 2050 piece is a call to action for management scholars to follow the lead of business associations, foundations, and businesses in studying and understanding the transformative change needed to bring about a more equitable and flourishing world for all living beings—including humans and other‐than‐humans. These entities advocate for a significant paradigm shift in how business is practiced as a way of responding to ‘polycrisis’—the interrelated set of civilization‐threatening crises that includes climate change, social inequality, and biodiversity loss. Yet (...) management scholars lag behind business discourse with issues of sustainability and ecological flourishing, adapting to the type of leadership needed for the future, and understanding the need for system change. We provide four keystone pathways to help scholars shape future discourse in business scholarship, practice, and curricula: 1) structural changes to management education, 2) piloting social impact, 3) development of regenerative business models, and 4) moral, legal, and financial cases for action. (shrink)

ABSTRACT:This article assesses the proliferation of international accountability standards (IAS) in the recent past. We provide a comprehensive overview about the different types of standards and discuss their role as part of a new institutional infrastructure for corporate responsibility. Based on this, it is argued that IAS can advance corporate responsibility on a global level because they contribute to the closure of some omnipresent governance gaps. IAS also improve the preparedness of an organization to give an explanation and a justification (...) to relevant stakeholders for its judgments, intentions, acts and omissions when appropriately called upon to do so. However, IAS also face a variety of problems impeding their potential to help address social and environmental issues. The contribution of the four articles in this special section is discussed in the context of standards’ problems and opportunities. The article closes by outlining a research agenda to further develop and extend the scholarly debate around IAS. (shrink)

Business and Society Review, Volume 127, Issue S1, Page 167-170, Spring 2022.

The business firm, called here the Evolutionary Firm, is shown to be a phenomenon of nature. The firm’s motives, organization, productivity, strategy, and moral significance are a direct outgrowth of natural evolution. Its managers, directors, and employees are natural agents enacting and responding to biological, physical, and ecological impulses inherited over evolutionary time from ancient human ancestors. The Evolutionary Firm’s moral posture is a function of its economizing success, competitive drive, quest for market dominance, social contracting skills, and the neural (...) algorithms found in the minds of its executives and directing managers. Behavioral, organizational, and societal contradictions arise from the normal expression of these nature-based executive impulses, so that the business corporation cannot simultaneously satisfy society’s moral expectations and perform its nature-dictated economic functions. (shrink)

While discovery of error provides personal gain for the entrepreneur, does this process automatically allocate value equitably among all stakeholders? We argue that the entrepreneurial process can be used to generate or maintain an entrepreneur’s personal wealth through the exploitation of a stakeholder group. Thus entrepreneurship can be both an equilibrating and a disequilibrating process and that both the visible hand of government and the decisions of an entrepreneur can speed or slow our movement toward value equilibrium. Speed toward value (...) equilibrium is likely to be important to a victimized stakeholder group and deserves further scholarly attention. (shrink)

The leader as shaman has three central roles: healer, connector, and sensemaker in the service of a better world. This paper argues that today’s leaders acting as shamans could become ‘shapeshifters,’ or more accurately ‘shape the shift,’ that is engage with organizational and systemic change needed to content with major problems like sustainability issues, climate change, and inequality, which business businesses are increasingly being asked to deal with as part of their societal roles. In the role of sensemaker, business leaders (...) can shape shifts towards great sustainability and responsibility by developing new memes that speak to others and resonate across different people and groups. Memes’ roles in change, as core cultural artifacts, on which values, business strategies, and belief systems are built, are generally overlooked but are an important element of shamanic leadership. (shrink)

Business Ethics, the Environment & Responsibility, EarlyView.