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Business Ethics Quarterly

Volume 21, Issue 2, April 2011

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Displaying: 1-10 of 10 documents

1. Business Ethics Quarterly: Volume > 21 > Issue: 2
Gary R. Weaver, From the Editor
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2. Business Ethics Quarterly: Volume > 21 > Issue: 2
Jeffery Smith, Wim Dubbink, Understanding the Role of Moral Principles in Business Ethics: A Kantian Perspective
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Does effective moral judgment in business ethics rely upon the identification of a suitable set of moral principles? We address this question by examining a number of criticisms of the role that principles can play in moral judgment. Critics claim that reliance on principles requires moral agents to abstract themselves from actual circumstances, relationships and personal commitments in answering moral questions. This is said to enforce an artificial uniformity in moral judgment. We challenge these critics by developing an account of principle-based moral judgment that has been widely discussed by contemporary Kantian scholars. In so doing we respond to some basic problems raised by so-called “moral particularists” who voice theoretical objections to the role of principles as well as to contemporary business ethicists who have criticized principle-based moral judgment along similar lines. We conclude with some future areas of research.
special section stakeholder theory, ethics, corporate social responsibility, and family enterprise
3. Business Ethics Quarterly: Volume > 21 > Issue: 2
Ronald K. Mitchell, Bradley R. Agle, James J. Chrisman, Laura J. Spence, Toward a Theory of Stakeholder Salience in Family Firms
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The notion of stakeholder salience based on attributes (e.g., power, legitimacy, urgency) is applied in the family business setting. We argue that where principal institutions intersect (i.e., family and business); managerial perceptions of stakeholder salience will be different and more complex than where institutions are based on a single dominant logic. We propose that (1) whereas utilitarian power is more likely in the general business case, normative power is more typical in family business stakeholder salience; (2) whereas in a general business context legitimacy is socially constructed; for family stakeholders, legitimacy is based on heredity; and (3) whereas temporality and criticality are somewhat independent in general-business urgency, they are linked in the family business case because of family ties and family-centered non-economic goals. We apply this theoretical framework to position and integrate the contributions to this special section of Business Ethics Quarterly on “Stakeholder Theory, Ethics, Corporate Social Responsibility, and Family Enterprise.”
4. Business Ethics Quarterly: Volume > 21 > Issue: 2
G. Tyge Payne, Keith H. Brigham, J. Christian Broberg, Todd W. Moss, Jeremy C. Short, Organizational Virtue Orientationand Family Firms
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This manuscript develops the concept of organizational virtue orientation (OVO) and examines differences between family and non-family firms on the six organizational virtue dimensions of Integrity, Empathy, Warmth, Courage, Conscientiousness, and Zeal. Using content analysis of shareholder letters from S&P 500 companies, our analyses find that there are significant differences between family and non-family firms in their espoused OVO, with family firms generally being higher. Specifically, family firms were significantly higher on the dimensions of Empathy, Warmth, and Zeal, but lower on Courage. Based on these findings we further develop the OVO concept through the discussion of implications and areas for future research.
5. Business Ethics Quarterly: Volume > 21 > Issue: 2
Rebecca G. Long, K. Michael Mathews, Ethics in the Family Firm: Cohesion through Reciprocity and Exchange
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The ubiquity of family dominated firms in economies worldwide suggests that inquiry into the nature of the ethical frames of these types of firms is increasingly important. In the context of a social exchange approach and the norm of reciprocity, this manuscript addresses social cohesion in a dominant family firm coalition. It is argued that the factors underlying this cohesion, direct versus indirect reciprocity, shape unique attributes of family firms such as intentions for transgenerational sustainability, the pursuit of non-economic goals, and strong interpersonal ties. Exchange structures, represented by direct and indirect reciprocity, lead family and non-family firms toward development of distinctive ethical frames of reference.
6. Business Ethics Quarterly: Volume > 21 > Issue: 2
Pramodita Sharma, Sanjay Sharma, Drivers of Proactive Environmental Strategy in Family Firms
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Globally, family firms are the dominant organizational form. Family involvement in business and unique family dynamics impacts organizational strategy and performance. However, family control of business has rarely been adopted as a discriminating variable in the organizations and the natural environment (ONE) research field. Drawing on the theory of planned behavior we develop a conceptual framework of the drivers of proactive environmental strategy (PES) in family firms. We argue that family involvement in business influences the attitudes, subjective norms, and perceived behavioral control of a firm’s dominant coalition. Together these factors determine the extent of the dominant coalition’s intentions to undertake PES. Further, family firms with lower levels of relationship conflict within the controlling family will be more successful in translating the dominant coalition’s intentions to allocate resources for the pursuit of PES. Research implications of the theory are discussed.
sbe 2010 presidential address
7. Business Ethics Quarterly: Volume > 21 > Issue: 2
Joanne B. Ciulla, Is Business Ethics Getting Better? A Historical Perspective
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This address uses the question “Is business ethics getting better?” as a heuristic for discussing the importance of history in understanding business and ethics. The paper uses a number of examples to illustrate how the same ethical problems in business have been around for a long time. It describes early attempts at the Harvard Business School to use business history as a means of teaching students about moral and social values. In the end, the author suggests that history may be another way to teach ethics, enrich business ethics courses, and develop the perspective and vision in future business leaders.
book reviews
8. Business Ethics Quarterly: Volume > 21 > Issue: 2
Timothy L. Fort, World on Fire: How Exporting Free Market Democracy Breeds Ethnic Hatred and Global Instability
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9. Business Ethics Quarterly: Volume > 21 > Issue: 2
Thomas A. Klein, Joan M. Phillips, Marketing Ethics
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10. Business Ethics Quarterly: Volume > 21 > Issue: 2
Notes on Contributors
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