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)

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)

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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 conceptual paper argues that change makers, here called transformation stewards, attempting to catalyze transformational change need three core skillsets specific to stewarding transformative change, and further argues that mindfulness practices can potentially enhance these capacities. One skillset is reflexive systems-based awareness and understanding. Another includes capacities for fostering what gives life in complexly wicked social-ecological systems. A third is having capacity for and willingness to steward whole system change, rather than lead it in the conventional sense, which is made (...) necessary because of the nature of organizing transformation stewards in complex, life-oriented systems. Tentative evidence from the literature supports the idea that a combination of experience and mindfulness practices of various sorts can enhance these capabilities. (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)

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)

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)

This study explores the pathways from the aspiration to make a difference in the world to vision and action of social entrepreneurs. Based on the qualitative analysis of interviews with 23 individuals who have pioneered institutions and initiatives around corporate responsibility, we find two predominant pathways to vision. The deliberate path starts with aspiration and moves through purpose toward a relatively intentional vision that ultimately leads to, and is subsequently informed by, action. The emergent path also begins with aspiration then (...) moves directly to action and only retrospectively to a sense of a vision behind the actions taken. The emergent path, in which action precedes vision, is contrary to the dominant assumption that vision leads to action in an entrepreneurial context and may be further characterized as either inadvertent or developmental. In advancing a conceptual model of the vision–action or action–vision trajectories of social entrepreneurs, this study highlights the iterative nature of vision. This study also demonstrates the importance of considering formative experiences that contribute to the aspiration to make some kind of a difference in the world, a sense of purpose or intentions, and core values and beliefs in examining the ethicality of social entrepreneurship. (shrink)

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

This paper explored the linkages among moral imagination, systems understanding, and aesthetic sensibility as related to the emergence (eventually) of wisdom. I develop a conceptual framework that links these capacities to wisdom through the capacity to “see” moral and ethical issues, which I argue is related to “the good”, to see a realistic understanding of systems in which the observer is embedded, or “the true”, and to appreciate the aesthetic qualities associated with a system or situation, or “the beautiful”. The (...) relationship between the good, the true, and the beautiful is used to argue that all three types of seeing are building blocks for achievement of wisdom. The paper then briefly explores some of the ways that these capacities can potentially be incorporated into the classroom. (shrink)

Efforts to reorient narratives about today’s socio-economic systems along humanistic or eco-friendly lines are built on core units of culture called memes. This paper explores the memes used by progressive socio-economic initiatives to assess whether they are consistently and powerfully deployed, using the aspirational statements of 126 different initiatives, sorted into nine categories. The memes used by these initiatives demonstrate lack of consistency and lack of potentially resonant memes overall. Aspirational statements from both progressive and conservative think tanks are then (...) compared to see whether their messaging is consistently developed in their aspirational statements. Results indicate that memes associated with the neoliberal narrative are considerably more consistently used by conservative think tanks than is any coherent or consistent messaging by progressive think tanks, a finding that becomes more powerful when two- and three-word meme sets are considered. (shrink)

Business Ethics, the Environment & Responsibility, EarlyView.

This essay articulates two aspects of a changing Social Issues in Management (SIM) Division of the Academy of Management (AOM). First, the essay highlights the ways in which SIM’s central focus has shifted and changed over the years. Then, it briefly looks at the forces that are currently shaping SIM within AOM, particularly in spreading what used to be the central core of SIM throughout AOM, and discusses some of the implications of this shift. This devolution of content suggests the (...) need for further change that paradoxically does two things seemingly at odds with each other: brings SIM back to its normative roots and begins to articulate the type of distinctive orientation to business operating within society that might continue to differentiate SIM from other divisions within AOM in the future. (shrink)