Business Ethics the Environment & Responsibility最新文献

For the period 2015–2019 and based on a Spanish sample of 145 listed companies, this paper provides insights into how narcissistic chief executive officers (CEOs) influence the proportion of women in top management teams (TMTs). As a further analysis and in line with social psychology and upper echelons theories, we study whether the power and gender of a CEO and the female proportion in the firm's board moderate the relationship. Our results reveal that narcissistic CEOs are less likely to support women in TMTs, confirming that CEO personality traits influence team structure. Further results suggest that this aversion increases as the CEO's power grows and is a woman, and when female proportion in board decreases. The results have an impact on the gender equality goal, demonstrating that the behavior of women toward promoting gender equality in TMTs depends both on the specific position of women in the firm's hierarchy and on their personal psychological attributes. We find that women directors support social identity values and that narcissistic female CEOs act like queen bees.

The positive or negative impacts corporate social responsibility (CSR) may have on business performance have drawn research interest. In recent years, the focus of research has shifted toward the link between CSR and corporate competitive advantage. Corporate competitive advantage is a multifaceted and holistic concept that captures more than just corporate financial performance. Building on the resource-based view (RBV), corporate competitive advantage construct theory, and CSR behavior theory, we explore how a firm's CSR engagement shapes its corporate competitive advantage. Our analysis of a panel dataset of 64 companies with a top-100 CSR development index in China and 704 firm-year observations over the sample period from 2009 to 2019 reveals an inverse U-shaped relationship between CSR and corporate competitive advantage. This signifies that corporate competitive advantage first increases with CSR engagement but declines as it reaches a threshold level where CSR activities are beyond the affordability of the firm. We also examine how behaviors at various CSR engagement levels influence different dimensions of corporate competitive advantage. These results support a curvilinear relationship, explaining why many CSR strategies have been ineffective in the past. The findings may help guide corporate decisions and government policymaking on CSR.

Animals are an important part of our social, economic and corporate world. Their wellbeing is significantly affected by the ways in which humans treat them. However, animals have long remained (and, indeed, continue to remain) effectively invisible in the business ethics and corporate responsibility discourse. This article argues in favor of the moral necessity of according animal welfare a higher priority in business. In line with most streams in both recent and traditional animal ethics, this article derives the avoidance of unnecessary animal suffering as the moral minimum standard for responsible management in the livestock industry. Based on a broad range of different interpretations of what animal suffering may be necessary, the article discusses three distinct ways in which humans working in the animal industry could meet their moral responsibility to avoid unnecessary suffering, and, with this, increase animal welfare: by ameliorating circumstances for animals, by aiming at a two-pronged transformation, or by transforming into a “zero-suffering” business. Considering animal welfare as a legitimate ethical value in and of itself is a first step towards overcoming the anthropocentric bias in today's sustainability and corporate responsibility debate.

Corporate social responsibility (CSR) disclosure is becoming increasingly important in practice, yet knowledge about the antecedents of such CSR initiatives is limited. Drawing on faultline theories, we expect that the compositional attributes of top management teams, such as the level of heterogeneity, influence their decisions about CSR disclosure and reporting. Data and a sample from Chinese publicly traded companies are used to examine our hypotheses. Our results demonstrate that a top management team's faultline strength is negatively related to CSR disclosure decisions and CSR report quality. We contribute to the literature about CSR disclosure by offering specific insights, through a micro-level analysis, about how to compose and structure top management teams to advance CSR in emerging economies such as China. Practical implications for managers and policymakers are also discussed.

Although organic standards and certification schemes have a crucial role in ensuring quality, safety, and sustainability within food systems, there is a need to critically analyze their implications on human capabilities within alternative food networks (AFNs). Therefore, this paper draws upon the capability approach to analyze the implications of three governance mechanisms (i.e., third-party, social control, and hybrid certification) on human flourishing within AFNs in Ceará, Brazil. The three cases primarily build on 66 interviews with farmers, consumers, AFN owners and employees, certifying officials, governmental and non-governmental representatives, and researchers. Third-party certification has some positive effects in terms of material, political, and environmental capabilities and many negative effects regarding social/cultural capabilities. Social control certification bolsters material, social/cultural, political, and environmental capabilities for the benefit of farmers and consumers. Hybrid certification increases the material control, political power, social legitimacy, and environmental governance of market intermediaries. The findings can help scholars, practitioners, and policymakers rethink the role of organic standardization and certification in fostering fundamental human capabilities and tackling inequalities within AFNs.

Informal institutions are found to shape the behaviors of economic organizations within the business world by creating localized social norms and moral commitments. However, the existing literature pays greater attention to the financial consequences of such institutions, and little is known about their environmental impacts, especially in the context of transition economies. By linking institutional theory with environmental strategy literature, in this study, we develop a theoretical framework and empirically test how social trust, one of the dimensions of informal institutions, influences corporate environmental responsibility. Using a longitudinal data set of Chinese listed firms from 2006 to 2015, we find support that firms located in regions with a higher level of social trust engage in more environmental responsibility activities. We also show that this effect is more pronounced when local environmental protests are fewer and information transparency is worse. Our findings highlight the importance of social trust in environmental governance and provide evidence of how it serves as a substitute for formal environmental institutions in transition economies.

In recent decades, Alasdair MacIntyre has developed a style of moral philosophy and an argument for Neo-Aristotelian virtue ethics that has deeply influenced business ethics. Most of the work inspired by MacIntyre has dealt with individual and organisational dimensions of business ethics rather than the market economic environment in which individuals and organisations operate. MacIntyre has been a fierce critic of capitalism and economics. He has read Adam Smith an advocate of selfish individualism, rule-based ethics and the banishment of teleology. This reading is seriously defective, and Smith in fact offers much of what MacIntyre calls for in economics. MacIntyre's ethical framework can be made more powerful and useful to business ethicists by incorporating Smithian insights, especially Smith's account of market virtues and teleological account of markets as extended cooperation directed towards the common good of wealth creation. Aside from issues of the interpretation of MacIntyre and Smith, this analysis opens new pathways for dialogue between business ethicists and economists.

This editorial is part of our BEER Spotlight Editorial Series, where we aim to shed light on relevant topics in business that we believe need more academic attention in BEER and beyond. In this editorial, we address the topic of sustainability in relation to interactive network branding (INB) in the context of fast-changing business environments.

Manifold crises are currently affecting business markets, threatening the existence of companies. These include, but are not limited to, the COVID-19 pandemic, the energy crisis, global supply chain issues, and the war in Ukraine. These crises are increasing the volatility, uncertainty, complexity, and ambiguity of business environments (see Bennett & Lemoine, 2014), calling for a need to develop novel strategies and business models (Koporcic & Törnroos, 2019a; Markovic, Koporcic, et al., 2021). Moreover, in the current fast-changing and ever more competitive business environments, customers and other stakeholders are increasingly expecting organizations to positively contribute to society, reduce their negative impacts on the natural environment (e.g., Markovic, Sancha, & Lindgreen, 2021), and have distinctive and authentic brands (Markovic, Iglesias, et al., 2022). Accordingly, both sustainability and branding are increasingly considered essential components of viable business models and organizational strategies (Koporcic & Törnroos, 2021).

Sustainability can be defined as the “ability of an organization to favorably drive its actions towards concerns and welfare of people, planet and profits in a way that the company will be able to empower itself to meet its own and its customer's current and future requirements successfully” (Gupta et al., 2013, p. 288). In light of the triple bottom line (TBL) approach, sustainability has three key components: environmental, social, and economic (Elkington, 1994, 2018; Goh et al., 2020; Svensson et al., 2016). Environmental sustainability mainly relates to the footprint on the natural environment left by the organization's activities and operations, particularly the use of resources (Hubbard, 2009; Markovic, Sancha, et al., 2021). Social sustainability is primarily concerned with the organization's influence on societal welfare, contemplating internal and external stakeholders and the different types of communities (Gimenez et al., 2012; Hubbard, 2009). Finally, economic sustainability relates not only to making positive financial results through the organization's activities and operations but also to the influence the organization has on the broader economic environment (Ho & Taylor, 2007).

Embracing sustainability can not only enable organizations to positively contribute to (or reduce their negative impact on) socie

Green innovation has been attracting much attention from academia and practice, but the influence of religion as an important informal institutional factor has not been fully investigated in existing studies. Taking Chinese listed companies from 2008 to 2019 as a sample, this study attempts to examine the relationship between religious atmosphere and corporate green innovation performance. The empirical results indicate that a religious atmosphere (Buddhism and Taoism as a whole) can significantly improve corporate green innovation performance, particularly high-quality green innovation. The positive association between religion and green innovation performance is attenuated by pervasive formal institutions (i.e., environmental regulation), indicating that there is a substitutive effect between religion and formal institutions. We also find that Taoism mainly supports these results, while Buddhism has a limited impact, showing that there is a heterogeneous effect between different religions. We further find that the positive impact of religious atmosphere on green innovation performance is more pronounced in low-governance enterprises and low-polluting industries. This study contributes to research on the antecedents of corporate green innovation and the consequence of religion, which is of great significance to the value of religion in business practice.

Building on social information processing theory and social exchange theory, this research advances the emerging concept of work engagement and inclusive leadership. Surprisingly, there is no study linking work engagement and inclusive leadership style in the setting of multiple organizations in China. The main purpose of this study is to identify the effective leadership style affecting work engagement directly and indirectly through psychological safety. The trust in leader further moderated the direct relationships. Using multi-source data of 390 responses from leaders-subordinates dyads working in 20 Chinese companies (which include textile, manufacturing, construction, and trading), this study tested how inclusive leadership increased the work engagement of their subsequent subordinates. The mediating role of psychological safety and moderating role of trust in leader therein. The findings introduced an interactive motivational framework that revealed the positive influence of inclusive leadership on the work engagement of subordinates. Further, psychological safety mediated the direct relationship between inclusive leaders and work engagement. The role of trust in leader strengthened the direct relationship of inclusive leadership with psychological safety and work engagement. This is among the first studies to integrate inclusive leadership, psychological safety, trust in leader, and work engagement into a single interactive framework. Further, it provides empirical evidence in the context of predicting and increasing the work engagement of subordinates.