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51. Proceedings of the International Association for Business and Society: 1999
Bryan W. Husted, M. Cecilia Coutinho de Arruda Social Justice and the Firm: Responses From Latin America
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Inequity in the distribution of income has long been a serious problem in Latin America. This paper examines the responses of four Latin American firms to the issue of social justice. It concludes by arguing that to the extent that Latin American firms find ways to gain benefits from social action, it is more likely that they will participate in social justice programs.
52. Proceedings of the International Association for Business and Society: 1999
Jerry M. Calton Who Owns the Knowledge Creation Processes of Learning Organizations?: A Pragmatic Ethical Exploration
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This paper applies the theory of ethical pragmatism to argue that participants in the organizational process of knowledge creation have the right to negotiate a “stake” in the ownership of intellectual property. This extends the Donaldson & Preston (1995) argument that the normative core of stakeholder theory rests in a “pluralistic bundle” of socially constructed property rights.
53. Proceedings of the International Association for Business and Society: 1999
Kathryn Balstad Brewer The construction of managerial ethics: An application of Pierre Bourdieu's theory of practice
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The paper begins with a description of Bourdieu's theory of practice (1977). The remainder of the paper concentrates on applying the theory to a managerial environment, specifically within the framework of ethical decision-making. Illustrations are drawn from actual managerial decisions. Conclusions and implications focus on the use of heterodoxical thinking to diminish the 'business is different' archetype.
54. Proceedings of the International Association for Business and Society: 1999
Mary-Ellen Boyle The Work of the Corporate Ethics Officer: Moral Labor and Social Trusteeship
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Corporate ethics officers pose a provocative challenge to the contention that elite professionals have amassed technical expertise at the expense of moral authority and social trusteeship (Brint 1994). In this paper I question whether ethics officers, by virtue of their specialization, do work that can be considered "moral," and I inquire as to the extent to which they embrace a social trusteeship role. Situating the discussion in the literature on professionalization and the professional/organizational conflict, I suggest several hypotheses to guide forthcoming empirical work. Unintended consequences of the professionalization of ethics officers are discussed.
55. Proceedings of the International Association for Business and Society: 1999
Gary M. Cook Creating (Ethical) Performance in Organizations
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While strategy and leadership are important in determining the ethical performance of organizations, organizational culture is also a key determinant. A model of organizational culture developed by Dr. William Schneider and outlined in his book, The Reengineering Alternative (New York: Irwin, 1994)) appears to help understand the power of culture in determining ethical performance.
56. Proceedings of the International Association for Business and Society: 1999
J. M. Burns, R. F. O’Neil Values, Ethics, Fiduciary Duty, and the Re-education of Americas CEOs
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Our study asked what topics should be emphasized in a one-week seminar for newly names CEOs. Good corporate citizenship requires that companies adopt policies that avoid wide scale layoffs, but in an intensely competitive global economy this is too frequently the result. Besides effective corporate strategy, ethical issues, corporate culture, and especially fiduciary duty need to be emphasized in such a seminar.
57. Proceedings of the International Association for Business and Society: 1999
D. Kirk Davidson Social Marketing as Business Strategy: The Ethical Dimension
58. Proceedings of the International Association for Business and Society: 1999
Philip L. Cochran, Thomas G. Comstock The Institutionalization of Business Ethics
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A survey of articles in the business press indicates that public interest in business ethics is growing rapidly. Institutional theory suggests that we may continue to see significant growth in business ethics practices. Adoption of such practices can be viewed as a response to legitimacy demands emanating from a broad array of stakeholders. The importance of reputation is investigated as it relates to ethics programs. Finally, some implications of the institutionalization of business ethics are discussed.
59. Proceedings of the International Association for Business and Society: 1999
Igor Grazin, James Davis Capitalism and Freedom: Post-Communist Paraphrase to Friedman
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The transition of post-Communist Europe has proved that the socialist state-controlled economy is not automatically replaced by free-market mechanisms. Privatisation in most of the countries, like Russia, Czech Republic, Hungary, and others, has replaced state ownership with the ownership by mega-financial groups controlled by the banks. As a result of that, the main vice of the communist economy, its monopolistic structure, has not been cured. What has happened is that the state control over supply and demand has disappeared without having been replaced by any alternative regulative mechanism. The result of that has been the crisis of intercorporate indebtedness that has frozen the whole economy. What we currently have in post-Communist markets are companies having (a) a huge stock of illiquid assets, (b) lack of liquidity, and (c) questionable market perspectives. Who can show us the way out?
60. Proceedings of the International Association for Business and Society: 1999
Jacqueline N. Hood The Influence of Values and Transformational Leadership on Ethical Practices in Organizations
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This study analyzes the relationship between CEO values, leadership style and ethical practices in organizations. Two ethical practices are investigated: formal statement of ethics and diversity training. Results indicate that the top manager’s values are related to ethical practices, transformational leadership is significantly related to all types of values, and laissez-faire leadership is negatively related to competency-based values. When size of company and values are controlled, transformational leadership explains a significant amount of change in formal statement of ethics, and transactional leadership explains a significant amount of change in diversity training.