Journal of Business Ethics最新文献

Reflecting current debates on ‘organizational virtues’ as going beyond the capitalocentrist bias of contemporary economies and to see diversity as ‘ethical responsibility,’ this article explores ‘ethical organizing’ at the intersection of alternative organizations and diversity. Our interest in a diversity-oriented analysis of alternative organizations stems from the assumption that those which question taken-for-granted notions of existing economies and follow alternative values of autonomy, solidarity, and responsibility might also be likely to challenge existing diversity relations and, thus, potentially open up new avenues for ethical organizing. Discussing our findings in terms of Lewis and Simpson’s (in)visibility vortex, our study shows that even though organizations position themselves discursively as ‘alternative,’ this positioning is not related to diversity issues. We conclude that a shift is needed to fully constitute ethical organizing, namely the establishment of a strong connection between alternative organizations’ virtues with, e.g., the feminist, anti-racist, queer, and disability rights movements.

At a time when firms signal their commitment to CSR through online communication, news sources may convey conflicting information, causing stakeholders to perceive firm hypocrisy. Here, we test the effects of conflicting CSR information that conveys inconsistent outcomes (results-based hypocrisy) and ulterior motives (motive-based hypocrisy) on hypocrisy perceptions expressed in social media posts, which we conceptualize as countersignals that reach a broad audience of stakeholders. Across six studies, we find that (1) conflicting CSR information from internal (firm) and external (news) sources elicits hypocrisy perceptions regardless of whether the CSR information reflects inconsistencies in results or motives, (2) individuals respond to conflicting CSR information with countersignals accusing firms of hypocrisy expressed in social media posts, (3) hypocrisy perceptions are linked to other damaging stakeholder consequences, including behavior (divestment, boycotting, lower employment interest), affect (moral outrage), and cognition (moral condemnation), and (4) firms with higher credibility are more likely to experience adverse effects of conflicting CSR information. These findings advance theory regarding the effects of conflicting CSR information as it relates to the role of credibility and different forms of hypocrisy. Importantly, damaging social media posts and stakeholder backlash can arise from hypocrisy perceptions associated with inconsistent CSR results as well as inconsistent motives, and strong firm credibility only makes a firm more vulnerable to this backlash.

This article explores anti-racist education in business schools amidst the backlash against critical race theory in an anti-Black world. I conduct an autoethnography of my experiences as a woman of colour and management educator who has attempted to bring critical discussions of race and racism into my classrooms. The article examines the barriers to anti-racist teaching in business schools and shows how they interweave individual/interpersonal, institutional, and ideological domains of power. Through my stories, I offer an account of the ways anti-racist education may be limited when it relies on the efforts of individual academics and reveal the tolls that anti-racist education can take on the educator, especially when they are navigating wider systems that are hostile to racial justice. By interrogating the challenges of anti-racist education, I also reflect on the practices and conditions that make meaningful anti-racist education possible.

Workplace unethical behavior poses a significant challenge for organizations, thus highlighting the importance of examining the intervention strategies used to manage such behaviors. In recent years, mindfulness has gained traction as a promising way of curbing workplace unethical behavior, receiving interest from business ethics scholars. Regrettably, prior research on mindfulness and workplace unethical behavior has predominantly focused on the potential benefits of mindfulness with regard to the reasoning process underlying ethical decision-making, overlooking the intuitive process. Drawing on the dual-system theory of ethical decision-making, this study develops a dual-process model to examine the role of mindfulness in reducing unethical behavior. Based on two-wave data collected from 357 employees, our findings demonstrate that mindfulness mitigates both moral disengagement and emotional exhaustion, resulting in a reduction in workplace unethical behavior. Moreover, moral identity serves as a boundary condition for the effects of mindfulness on ethical decision-making. In particular, mindfulness significantly decreases moral disengagement and consequently curtails workplace unethical behavior predominantly among individuals with low moral identity. The theoretical and practical implications of these findings as well as potential avenues for future research are discussed.

In this article, we examine the ethical implications of randomised control trials (RCTs) as a practice of quantification in international development. Often referred to as the “gold standard” for the evaluation of development interventions, RCTs are lauded for their ability to generate supposedly objective, unbiased, and rigorous evidence to inform policy decisions for poverty alleviation. At the same time, critiques of quantification within and beyond development challenge claims of objectivity and neutrality, raising epistemological and ethical questions regarding the role of quantitative research, the numbers they produce, and the processes triggered by practices of quantification. Building on these critiques, this study develops a decolonial analysis of the RCT methodology. We argue that RCTs, by enacting the coloniality of being, knowledge, and power, serve to perpetuate global coloniality, and its core organising principle, namely colonial difference. The study contributes to ongoing conversations addressing the ethical stakes of knowledge production and (de)coloniality.

We explore whether digital inclusion, a public policy designed to provide high-speed internet infrastructure for historically digitally excluded populations, is associated with the social and ethical challenge of financial inclusion. Using evidence from a sizable P2P lender in the U.S., we document that digital inclusion is positively associated with P2P lending penetration and that this relation is more pronounced in counties with limited commercial bank loan penetration and higher minority populations. Our new evidence from cross-sectional tests suggests that digital inclusion plays a key role in financial inclusion, particularly in regions with more vulnerable and/or underserved populations. In consequence tests, we document that high-risk borrowing is less likely to be denied in counties with higher digital inclusion and that digital inclusion is positively associated with P2P lending efficiency in the form of more repeated borrowing, decreased funding time, and improved funding fulfillment. In addition, we show that the availability of alternative information, a plausible channel through which digital inclusion is related to financial inclusion, is positively associated with efficiency in P2P lending. Our findings indicate that digital inclusion can empower financial service providers and other stakeholders to collaboratively fulfill their ethical and social responsibilities to meet the financial needs of historically marginalized groups.

Integrating norms of reciprocity, affect theory of social exchange, and ambivalence literature, we investigated how leader-member exchange (LMX) ambivalence influences employees’ interpersonal behaviors toward supervisors. Study 1, with a time-lagged field method, revealed that LMX ambivalence was positively related to both employee-rated supervisor-directed helping and deviant behaviors and that such relationships were mediated by emotional ambivalence toward supervisors. We also confirmed the amplification effects of workplace gossip about supervisors (WGS). Specifically, while receiving more positive WGS (PWGS) or less negative WGS (NWGS) could strengthen the positive relationship between emotional ambivalence and supervisor-directed helping behaviors, receiving less PWGS or more NWGS would accentuate the positive effect of emotional ambivalence on supervisor-directed deviant behaviors. Study 2 replicated our results with a scenario-based method and offered evidence for the mediating effect of emotional ambivalence toward supervisors. Study 3 included supervisor-rated helping and deviant behavior and a subjective measure of emotional ambivalence and again confirmed the mediating role of emotional ambivalence. Our findings extend knowledge of the interpersonal consequences of LMX ambivalence.

In this article, we seek to explore the different normative claims made around commons organizing and how the advent of the digital commons introduces new ethical questions. We do so by unpacking and categorizing the specific ethical dimensions that differentiate the commons from other forms of organizing and by discussing them in the light of debates around the governance of participative organizations, the cornerstone of commons organizing (Ostrom in Governing the commons: the evolution of institutions for collective action. Cambridge University Press, Cambridge, 1990). Rather than contesting commons organizing or endorsing it blindly, our goal is to critically reflect on its deontological and instrumental assumptions, and analyze the arguments upholding that it possesses ethical qualities that render it fairer, more equitable and sustainable than other centralized or hierarchical models—as well as any forms of privatization. We conclude by assessing the definitional dislocation of the digital commons where, unlike traditional commons, extractability can be endless and generate unintended consequences such as commodification or alienation. Taking stock of recent debates around the digital commons, we open the debate for future possible research avenues on normative claims, particularly under rapidly changing technological conditions.

Research into consumer responses to corporate social responsibility (CSR) initiatives has expanded in the past four decades, yet the evidence thus far provided does not paint a cohesive picture. Results suggest both positive and negative consumer reactions to CSR, and unless such mixed findings can be reconciled, the outcome might be an amalgamation of disparate empirical results rather than a coherent body of knowledge. The current meta-analysis therefore tests whether the mixed findings might reflect consumers’ distinct, altruistic inferences across various contingency factors. On the basis of 337 effect sizes, involving 584,990 unique respondents, in 162 studies published between 1996 and 2021, this study reveals that altruistic inferences are central to the current CSR paradigm, such that they mediate the effects of CSR initiatives on consumer responses across multiple contingencies. The mediation by altruistic inferences is stronger (weaker) in conditions favorable to dispositional (situational) motive attributions. Furthermore, consumers respond more favorably to cause marketing or philanthropy rather than business-related CSR initiatives, when the initiative is environmental (vs. social), the firm’s offering is utilitarian (vs. hedonic), the CSR initiative takes place in self-expressive (vs. survival) cultures and in earlier (vs. later) periods. These findings offer several ethical implications, and they inform both practical recommendations and an agenda for further research directions.

We examine the impact of corporate culture on environmental performance using a sample of 7199 firm-year observations over the period of 2002–2018. We find that stronger corporate culture improves environmental performance, measured by the amount of toxic chemical release (TCR). Our result is both statistically and economically significant. We also show that cultural norms of innovation, quality and teamwork as well as a technology-oriented corporate culture have a greater impact on enhancing environmental performance. Further analyses show that managerial competence and strong institutional ownership moderate the relationship between corporate culture and environmental performance. We introduce the decomposition of expected and unexpected components of TCR and document that firms with a strong corporate culture implement strategies to reduce the unexpected component of TCR in addition to the expected component of TCR. Finally, we document that strong corporate culture and environmental performance improve firms’ financial performance. Our results are robust to several sensitivity tests and procedures to mitigate endogeneity and self-selection problems. From a practical point of view, our findings suggest that a firm’s culture can determine its environmental sustainability and ethical practices.