Journal of Business Ethics最新文献

We build on scholarly work on social innovation and social psychology to contribute to research on integral human development. This research stream builds on the ethical principles of virtue ethics and humanistic personalism to claim that organizations have the role of helping individuals develop through meaningful interaction with others. It also implicitly assumes that any initiative aimed at achieving this purpose and developing the relational dimension of marginalized individuals will have a homogenous and positive impact. We test this assumption by investigating the impact of a social innovation introduced by Opera Prison for inmates, who are a particularly marginalized category. The social innovation we study takes the form of novel theatrical activities that aim at fostering inmates’ social skills—that is, the cognitive and interpersonal abilities that are required for engaging in positive interpersonal interactions. Because participation in theatrical activities is not exogenous in our setting, we adopt an instrumental variable technique to analyze 396 questionnaires from a random sample of 178 inmates. In contrast to the assumption of integral human development, we find that engagement in theatrical activities has a heterogeneous effect, depending on the specific social skills considered and the characteristics of the inmates involved. Based on this evidence, we contribute to problematizing research on integral human development, virtue ethics, and humanistic personalism and imparting it with greater empirical traction. We also advance research on social innovations by clarifying the blurry relationship between social innovations and social impact.

Benevolent leadership as a typical human-centered leadership pattern has been constantly advocated but often sacrificed to the prevailing performanceism in today’s organizations. However, it still remains unclear on how to effectively facilitate the emergence of benevolent behavior for leaders, which would potentially hinder the adoption of benevolent leadership and its attainment of high priority. In the current research, we go beyond the workplace to explore one deliberate way leaders can bring family resources into their leadership practice to emerge more benevolent behaviors at work. From the experience-based leadership development perspective, supported by the theory of role accumulation across domains, we take a mixed-method approach to uncover the effect of positive parenting experience on benevolent leadership behavior via parent-leader role enrichment. In Study 1, we conduct a qualitative analysis based on the text content and interview provided by parent-role leaders to preliminarily reveal that being a parent makes a leader perform more behaviors with benevolent nature. In Study 2, we draw from the benefits of being a parent generated in Study 1 and the cross-role accumulation perspective to develop a theoretical model to delineate how the positive parenting experience yields benefits for benevolent leadership behavior. Results show that positive parenting experience can benefit parent-role leaders’ benevolent leadership behavior via perspective-taking ability. Meanwhile, both the positive parenting experience’s direct effect on perspective taking and its indirect effect on benevolent leadership behavior are stronger for individuals involved in high-quality co-parenting with their spouse, highlighting the important collaboration effects in the process of achieving parent-to-leader enrichment across domains.

Fairness in agri-food supply chains receives increasing consumer, industry, and political attention but is currently under-conceptualized and lacks appropriate frameworks for measurement. Therefore, building on a theoretically grounded conceptualization of consumer dispositions toward fairness in agri-food supply chains, we developed and validated a 14-item fairness measurement scale (FAIRFOOD). The scale comprises of four dimensions (economic, environmental, social, and informational) which are manifestations of the same construct (higher-order structure). We empirically validate the scale and its reliability using four studies and eight independent samples from Italy (n = 1386) and the UK (n = 1379). The findings reveal that FAIRFOOD is related, yet distinct from theoretically relevant constructs such as ethical consumption and pro-environment behavior. The FAIRFOOD scale is a strong predictor of outcomes such as willingness to purchase Fairtrade certified products, as well as boycott and negative Word of Mouth intentions if a brand treats other supply chain actors unfairly. Regarding business strategy, rather than focusing on one dimension of fairness independently, managers should adopt a holistic approach, devising initiatives that address all four dimensions in tandem.

Corporate debt default risk poses significant challenges in the business world, requiring a multifaceted approach for effective mitigation. This study, grounded in an ethical decision-making framework, investigates the influence of Confucian culture on shaping ethical corporate culture and managers’ moral capacity and its subsequent impact on corporate debt default risk. Our findings indicate that companies deeply influenced by Confucian culture tend to exhibit lower debt default risks. Specifically, companies that embrace Confucian values demonstrate an enhanced ethical corporate culture and heightened individual moral capacity. These factors play crucial roles in the ethical decision-making process, thereby reducing the likelihood of engaging in risky financial behaviors. Further analysis reveals that the inhibitory effect of Confucian culture on debt default risk is particularly pronounced in enterprises operating within regions characterized by poor integrity environments and weak product market competition. This inhibitory effect can lead to a reduction in the cost of corporate debt financing and the risk of stock price crashes. Overall, this study contributes to the understanding of the interplay between culture, business ethics, and corporate risk management.

This study examines inter-firm buyer–supplier relationships through an ethical lens. Drawing on the concept of reciprocity in social exchange theory as well as resource dependence theory, we examine the effect of customers’ unethical practices on their suppliers’ intention to continue their business relationships with their customers. Specifically, we distinguish two types of unethical practices: unfair business practices, which directly target suppliers and socially irresponsible practices, which have an impact on wider society. Integrating social exchange theory and resource dependence theory, we investigate the effects of two moderating factors: suppliers’ dependence on their customers and the benefits derived from the supplier–customer relationship. Using data obtained from 506 managers from small-to-medium-sized firms, our findings show that both customers’ unfair business practices and socially irresponsible practices have negative relationships with their suppliers’ intention to continue the relationships. These effects are moderated by supplier dependence and benefits derived from their customers. Overall, our study shows that intention to continue in these relationships, in response to unethical practices by customers, is bounded by supplier self-interest and resource dependence. Our study is one of the few to examine suppliers’ responses to unethical practices and our findings are consistent with the notion of weak reciprocity, rather than strong reciprocity that predominates in the literature.

The existing literature on unethical pro-family behavior has mainly focused on its precursors, the outcomes of unethical pro-family behavior remain largely unknown. Building on the role theory, the current study presents an integrative model examining the effects of unethical pro-family behavior on actors’ work and life. Across an experiment and a multi-source, multi-wave field study, we found that employees who engage in unethical pro-family behavior experience role conflict, which further triggers their work withdrawal behavior and family emotional exhaustion. Moreover, we identify work role expansion as an essential boundary condition of the effect of unethical pro-family behavior on employees’ work and life. Specifically, the positive correlation between unethical pro-family behavior and role conflict and the indirect impact of unethical pro-family behavior on work withdrawal behavior as well as family emotional exhaustion via role conflict were weaker when work role expansion was high. Overall, this study provides insights into the consequences, mechanism, and boundary condition pertinent to employees’ unethical pro-family behavior.

Despite the appeal of ‘the greatest good for the greatest number’ as an ethical ideal for businesses to pursue, applying this utilitarian principle in practice proves challenging. This is not least due to fundamental disagreements as to what constitutes the ‘greatest good.’ For example, the concept of ‘wellbeing’ now commonly proposed as a way of apprehending the greatest good is itself subject to widely varying interpretations. Drawing on an in-depth qualitative study of 64 managers in different sectors and country contexts, we explore this variation through the lens of constructivist ethics, asking how and why managers systematically differ in their ethical meaning-making around wellbeing. Our theorizing advances constructivist ethics by relating these differences to developmental stages identified in constructivist psychology, finding that systematic variations in ethical meaning-making are shaped by differences in actors’ capacities to process complexity. Our analysis reveals that managers’ ethical meaning-making about wellbeing is subjective, socially constructed, dynamic, and evolutionary, progressing in stages that we differentiate with a novel concept of ‘subjective wellbeing complexity.’ We contribute to practice by discussing how managers’ ability to work with more complex conceptions of wellbeing can be purposefully enhanced through stage-by-stage capacity-building in the form of ‘vertical development.’

This paper brings into focus the concept of organizational secrecy by senior managers in the context of a major strategic change program. Underpinned by legitimation theory and utilizing a narrative methodology and a longitudinal investigation, we draw upon data from 52 interviews with 13 senior managers conducted at 3 months intervals over the course of 12 months. Our findings reveal that senior managers utilized seven discursive legitimation strategies to justify keeping secret that the organization intended to downsize, and they used a different mix of legitimation strategies as the change process evolved. We labeled these discursive legitimation strategies as (1) Naturalization, (2) Rationalization, (3) Moralization, (4) Authorization, (5) Proceduralization, (6) Valorization, and (7) Demonization. Theoretically we bring a temporal perspective to understanding organizational secrecy and the central role that discursive legitimation plays. We show that the use of these discursive legitimation strategies are anchored to meta-narratives describing work practices and values associated with the organization’s culture. And that managers use discursive legitimation to manage the ethical implications of secrecy.

This paper considers the value and extent to which socially responsible HRM enhances understanding of HR practices in the corporate hotel sector. The paper seeks to address two research questions. Firstly, what are the underlying management philosophies guiding models of HRM within the upper market corporate hotel sector? Secondly, how do the resultant HR practices impact the employee experience of work and well-being? Qualitative case studies were conducted in two high end hotels within the UK. Semi structured interviews (n = 30) were carried out at various levels of the organisation to gain multiple perspectives, including frontline employees, line managers, senior management and HR practitioners. Investigation of the experiences of frontline employees uncovered evidence of a socially irresponsible approach to HRM in each case study. Hidden and deceptive management philosophies were uncovered that shaped the nature of the HR practices used, and resulted in negative outcomes for the well-being of employees. This paper extends the limited research base which has considered socially irresponsible HRM, and extends the concept by demonstrating the central role that management philosophy plays in determining the responsibleness of an HRM approach. The paper also demonstrates the utility of SRHRM models in contexts where practices are rarely socially responsible.

In recent years, a scholarly movement has taken hold that is critical of work and organizational psychology (WOP). Referred to as critical work and organizational psychology (CWOP), this movement problematizes some of the foundational premises of WOP, including its lack of reflexivity on its own values and ethics. While bringing increased attention to reflexivity and ethics as vital to critical theorizing and praxis, CWOP has yet to concertedly engage with ethics. This conceptual paper has two aims. The first is to outline existing ethical approaches in CWOP. Reviewing the literature, we suggest there are currently three tentative critical–ethical positions: (1) a critique of mainstream WOP for its ethical failures, (2) espousal of a radical humanist ethics, and (3) an ethics of ambiguity. The latter is embedded in CWOP literature, but not yet articulated as such. Our second aim is therefore to make an ethics of ambiguity a recognized and explicitly embraced form of ethics that is rooted in a sustained engagement with the conceptualization of subjectivity as such. To clarify the risks inherent to theorizing ethics without a sufficiently robust understanding of subjectivity, we juxtapose ‘blank subjectivity’ with ‘troubled subjectivity,’ two notions informed by psychoanalysis and psychosocial studies. We argue that a theory of subjectivity as troubled is at the heart of an ethics of ambiguity. The paper concludes by discussing the contribution of an ethics of ambiguity to CWOP, while also pointing to some convergences between the different critical–ethical positions.