Management Ethics (Foundations of Business Ethics)

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The first is the one companies have with their own stakeholder groups, the second is a broader social debate among different agents about the role of business in society. The paper argues why the macro level matters for CSR and why it can be called a dialogue. It also underlines the importance of mutual perceptions in the macro-dialogue.

The ethical foundations of management remuneration – Deutsche Bank Responsibility

For this purpose we present The Internet in Philosophy of Computing and Information. The accuracy of corporate mission statements has not been well explored. In this study, the authors investigate the relationship between mission statement content and stakeholder management actions.

Findings indicate that although social issues such as the environment and diversity are less frequently included, their mention in mission statements is significantly associated with behaviors regarding these issues.

The study found no relationship between firms with mission statements that mention specific stakeholder groups employees, customers, and community and behaviors regarding these stakeholders. When assembling a collaborative initiative, how do you select the appropriate stakeholders to promote collaborative success? We examine the limitations of thestakeholder theory approach to resolving this issue.

Instead, we argue that the domain-based perspective and the notion of requisite variety both offer worthwhile perspectives on the issue of participant selection. Combining these perspectives, we pave the way for a theory of participant selection that focuses on evaluating collaborative resources and capabilities at the individual, organizational and domain levels. This article seeks to model the agenda-setting strategies of stakeholders equipped with online and other media in three cases involving protests against multinational corporations MNCs. Our theoretical objective is to widen agenda-setting theory to a dynamic and nonlinear networked stakeholder context, in which stakeholder-controlled media assume part of the role previously ascribed to mainstream media MSM.

We suggest system dynamics SD methodology as a tool to analyse complex stakeholder interactions and the effects of their agendas on other stakeholders. After 20 years of popularity, the stakeholder concept has still notemerged as a true theory. However, it offers some unique perspectives on business organizations and there is plenty of room to develop stakeholder theory and research.

These session notes are offered to further the scholarly discussion. This paper examines the role of vulnerability in the basis of business ethics by criticizing its role in giving a moral substantial character to fiduciary duties to shareholders. The result is the core of a theoretically defensible and managerially motivating and deployable ethic.

Campaigning activities of non-governmental organisations NGOs have increased public awareness and concern regarding the alleged unethical and environmentally damaging practices of many major multinational companies. Companies have responded by developing corporate social responsibility strategies to demonstrate their commitment to both the societies within which they function and to the protection of the natural environment.

This has often involved a move towards greater transparency in company practice and a desire to engage with stakeholders, often including many of the campaign organisations that This article examines the ways in which stakeholder dialogue has impacted upon the relationships between NGOs and businesses. By adopting a stakeholder lens, and focusing more heavily upon the impact on one particular stakeholder community NGOs and looking in depth at one form of engagement stakeholder dialogue , this article examines how experiences of dialogue are strategically transforming interactions between businesses and NGOs.

It shows how experiences of stakeholder dialogue have led to transformations in the drivers for engagement, transformations in the processes of engagement and transformations in the terms of engagement. Examining these areas of transformation, the article argues, reveals the interactions at play in framing and shaping the evolving relationships between business and its stakeholders.

This paper draws upon recent insights into the emergence of issue-focused stakeholder networks which engage in a co-creative process for constructing mutual value. The paper concludes that further institutional innovation is needed to realize the potential of 21st century transformational leadership at Wal-Mart and elsewhere. In a recent paper that appeared in this journal Fritz Allhoff addresses the morality of bluffing in negotiations1. He focuses on cases in which people misstate their reservation price in negotiations, e.

Allhoffs criticisms rest on several serious misinterpretations of my views. He ascribes to me several arguments that I dont make. He also attributes to me an unqualified defense of bluffing that I explicitly reject. I briefly document this in Section 1.

Ethical Foundation: Why an Ethical Foundation is Important in Business?

In Sections 2 and 3 I explain and criticize Allhoffs positive views about bluffing and the morality of bluffing. This article is a first attempt to line out the conditions under which executives might have a real self-interest in pursuing a broad stakeholder management SM orientation to enlarge their power. We suggest that managers have wider latitude of action under an SM approach, even when this is instrumental to financial performance.

The causally ambiguity of the performance effects of idiosyncratic relationships with stakeholders not only makes SM strategy difficult for competitors to imitate but also increases managerial discretion. By analyzing some of the factors that might lead to such disfunctionalities, this article advances a theory of the potential dark side of SM. In this study we analyze the overlapping perspectives of legitimacy theory, institutional theory, resource dependence theory, and stakeholder theory. Our purpose is to explore how these theories can inform and be built upon by one another.

Through our analysis we provide a broader theoretical understanding of these theories that may support and promote social and environmental accounting research. This article starts with a detailed analysis of legitimacy theory by bringing some recent critical discussions on legitimacy and corporations in the management The notion forwarded by legitimacy theory then serves as an overarching concept to examine the relationship between and among theories.

We conclude that two theoretical considerations are important for future social and environmental accounting research. First, it must be acknowledged that some business entities initiate social activities based on direct interactions with stakeholders, whereas others may also undertake similar activities to manage their societal level of legitimacy. Second, from analyzing the perspectives of legitimacy theory, institutional theory, resource dependence theory, and stakeholder theory, it is possible to reach compatible interpretations of business social phenomena, and the selection and application of these theories should depend upon the focus of study.

Organizational leaders are increasingly emphasizing a stakeholder perspective in order to address concerns about business ethics. This study examined the choices of 94 groups in the context of a business decision-making simulation to determine how specific actions and communications can facilitate the consideration of different stakeholder perspectives.

Module occurrences

In particular, we examined whether generally framing the business situation as one involving diverse stakeholders versus a primarily profit-driven operation referred to as framing , and whether specific suggestions that participants consider the concerns of The results revealed that the consistent conditions outperformed the control condition and that vision priming has a greater impact on decision outcomes than decision framing. This article considers the stakeholder approach SHA to organisational management through the lens of what it means for humans to live sustainably on the Earth that is, for there to be a sustainable world.

Develop abilities to interpret, synthesise and criticise ethical positions and debates from literature. Present and critically assess arguments in a clear and rigorous way. Undertake independent work, including identifying and using appropriate resources and referencing formats.

Studying at York

Develop appropriate ethical academic written skills including how to structure an essay and how to reference appropriately. Challenges and opportunities arising from the activities of people and organisations. Economic, social and environmental conditions which influence future business decisions. Development of appropriate and ethical business policies and strategies to meet stakeholder needs within a changing environment. Role of corporate social responsibility CSR policies and business ethics in the modern corporation.

The ability to identify assumptions, evaluate statements in terms of evidence. To create, evaluate and access a range of ethical options within a given context.

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Application of ideas and knowledge to a range of business and other situations. The application of business models to business problems and phenomena.

Self-awareness, openness and sensitivity to diversity in terms of people, cultures, business and management issues. Communication skills oral and written in a range of electronic and business media. A-Z Departments Contacts Maps.

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