M. Hassan, S. Bashir, Usman Raja, P. Mussel, S. Khattak
{"title":"Personality and balanced psychological contracts: The mediating roles of epistemic curiosity and rule‐following behavior","authors":"M. Hassan, S. Bashir, Usman Raja, P. Mussel, S. Khattak","doi":"10.1111/beer.12311","DOIUrl":"https://doi.org/10.1111/beer.12311","url":null,"abstract":"","PeriodicalId":47954,"journal":{"name":"Business Ethics-A European Review","volume":"113 1","pages":""},"PeriodicalIF":4.8,"publicationDate":"2020-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79806621","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Ethical misconduct and violations seriously harm individuals and organizations and lead to massive fines or the dismissal of employees and CEOs. Many firms have implemented ethics programs to prevent unethical behavior but these are often ineffective and take a traditional approach. Ethics officers are often responsible for running and developing ethics programs, in collaboration with other departments. They can therefore play a key role in improving ethics program effectiveness. We postulate that ethics officers need to adopt a more innovative approach in order to achieve ethical behavior amongst employees and managers, and that such an innovative approach requires certain personality traits. This study investigates how ethics officers’ personality traits and innovative work behaviors relate to the effectiveness of ethics programs and normative ethical behavior through an online questionnaire conducted among 110 ethics officers in large Dutch organizations. Structural equations modeling showed that innovative work behavior mediated the relationships between ethics officers’ openness to experience and ethics program effectiveness which, in turn, is related to more normative ethical behavior. Future research must examine the (partial) mediation effects, including other characteristics of ethics officers in relation to ethics program effectiveness and ethical behaviors at work, and replicate the study multi-nationally.
{"title":"Innovative ethics officers as drivers of effective ethics programs: An empirical study in the Netherlands","authors":"Sjoerd Hogenbirk, Desirée H. van Dun","doi":"10.1111/beer.12310","DOIUrl":"https://doi.org/10.1111/beer.12310","url":null,"abstract":"Ethical misconduct and violations seriously harm individuals and organizations and lead to massive fines or the dismissal of employees and CEOs. Many firms have implemented ethics programs to prevent unethical behavior but these are often ineffective and take a traditional approach. Ethics officers are often responsible for running and developing ethics programs, in collaboration with other departments. They can therefore play a key role in improving ethics program effectiveness. We postulate that ethics officers need to adopt a more innovative approach in order to achieve ethical behavior amongst employees and managers, and that such an innovative approach requires certain personality traits. This study investigates how ethics officers’ personality traits and innovative work behaviors relate to the effectiveness of ethics programs and normative ethical behavior through an online questionnaire conducted among 110 ethics officers in large Dutch organizations. Structural equations modeling showed that innovative work behavior mediated the relationships between ethics officers’ openness to experience and ethics program effectiveness which, in turn, is related to more normative ethical behavior. Future research must examine the (partial) mediation effects, including other characteristics of ethics officers in relation to ethics program effectiveness and ethical behaviors at work, and replicate the study multi-nationally.","PeriodicalId":47954,"journal":{"name":"Business Ethics-A European Review","volume":"43 1","pages":""},"PeriodicalIF":4.8,"publicationDate":"2020-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77135700","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Relationship building is one of the most important aspects of leadership; however, it can pose ethical challenges. Though particularistic treatment of employees by leaders, i.e. leader favoritism, commonly occurs, it is conventionally regarded negatively as fairness norms require leaders to treat followers equally. In this conceptual study, we explore different views on leader favoritism based on different ethical principles. We develop an alternative to the conventional view and suggest that leader favoritism may not necessarily lead to negative outcomes when empathy-based favoritism is applied. In this vein, we recommend drawing on the ethical principles of a utilitarian approach by balancing particularism and universalism, which is also helpful to build organizational social capital. We contribute to leadership theory by developing an early concept of an integrative ethical approach to leader favoritism.
{"title":"An integrative ethical approach to leader favoritism","authors":"Inju Yang, S. Horak, N. Kakabadse","doi":"10.1111/beer.12309","DOIUrl":"https://doi.org/10.1111/beer.12309","url":null,"abstract":"Relationship building is one of the most important aspects of leadership; however, it can pose ethical challenges. Though particularistic treatment of employees by leaders, i.e. leader favoritism, commonly occurs, it is conventionally regarded negatively as fairness norms require leaders to treat followers equally. In this conceptual study, we explore different views on leader favoritism based on different ethical principles. We develop an alternative to the conventional view and suggest that leader favoritism may not necessarily lead to negative outcomes when empathy-based favoritism is applied. In this vein, we recommend drawing on the ethical principles of a utilitarian approach by balancing particularism and universalism, which is also helpful to build organizational social capital. We contribute to leadership theory by developing an early concept of an integrative ethical approach to leader favoritism.","PeriodicalId":47954,"journal":{"name":"Business Ethics-A European Review","volume":"117 1","pages":""},"PeriodicalIF":4.8,"publicationDate":"2020-07-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79982121","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
According to the United Nations Refugee Agency (2017), there are over 40 million refugees worldwide. Although the refugee crisis in Europe captivated international attention in 2015, the crisis has evolved to become a global problem. Refugees currently living in Europe only account for 17% of the global refugee population, and the situation is much direr in regions such as Africa (30%), Middle East, and North Africa (26%). For millions of refugees, their forced displacement journeys may be fatal. Between 2015 and 2017, the annual refugee fatality rate kept reaching records (Missing Migrant Project, 2018). In 2016 alone, over 8,000 refugees died from drowning and vehicle accidents during migration. Even when refugees reach resettlement camps, many still struggle with access to basic living resources and face challenges such as language barriers, poverty, and cross-cultural adaptation (Douglas, Levitan, & Kiama, 2017). The scope and magnitude of the global refugee crisis are unprecedented. This crisis has posed severe challenges to social stability and sustainable development around the world. Yet, most governments are ill-prepared for this global humanitarian crisis, or their actions are mired by polarized domestic public opinions and nationalist movements. Cross-sector alliance is an effective way for societies to address wicked problems such as the global refugee crisis that spills over sectoral and national boundaries (Jamali, Yianni, & Abdallah, 2011; Selsky & Parker, 2005). These types of interorganizational relationships are also known as multi-stakeholder collaboratives, social alliances, cause-based partnerships, social service partnerships, and business-community partnerships (for an extensive review, see Koschmann, Kuhn, & Pfarrer, 2012). While many NGOs and intergovernmental organizations (IGOs) advocate on behalf of refugees, our initial assessment reveals considerable disparity when it comes to corporate participation in refugee relief efforts and their corporate social responsibility (CSR) initiatives. Received: 10 October 2018 | Revised: 5 April 2020 | Accepted: 16 April 2020 DOI: 10.1111/beer.12288
{"title":"Cross‐sector alliances in the global refugee crisis: An institutional theory approach","authors":"A. Yang, Wenlin Liu, Rong Wang","doi":"10.1111/beer.12288","DOIUrl":"https://doi.org/10.1111/beer.12288","url":null,"abstract":"According to the United Nations Refugee Agency (2017), there are over 40 million refugees worldwide. Although the refugee crisis in Europe captivated international attention in 2015, the crisis has evolved to become a global problem. Refugees currently living in Europe only account for 17% of the global refugee population, and the situation is much direr in regions such as Africa (30%), Middle East, and North Africa (26%). For millions of refugees, their forced displacement journeys may be fatal. Between 2015 and 2017, the annual refugee fatality rate kept reaching records (Missing Migrant Project, 2018). In 2016 alone, over 8,000 refugees died from drowning and vehicle accidents during migration. Even when refugees reach resettlement camps, many still struggle with access to basic living resources and face challenges such as language barriers, poverty, and cross-cultural adaptation (Douglas, Levitan, & Kiama, 2017). The scope and magnitude of the global refugee crisis are unprecedented. This crisis has posed severe challenges to social stability and sustainable development around the world. Yet, most governments are ill-prepared for this global humanitarian crisis, or their actions are mired by polarized domestic public opinions and nationalist movements. Cross-sector alliance is an effective way for societies to address wicked problems such as the global refugee crisis that spills over sectoral and national boundaries (Jamali, Yianni, & Abdallah, 2011; Selsky & Parker, 2005). These types of interorganizational relationships are also known as multi-stakeholder collaboratives, social alliances, cause-based partnerships, social service partnerships, and business-community partnerships (for an extensive review, see Koschmann, Kuhn, & Pfarrer, 2012). While many NGOs and intergovernmental organizations (IGOs) advocate on behalf of refugees, our initial assessment reveals considerable disparity when it comes to corporate participation in refugee relief efforts and their corporate social responsibility (CSR) initiatives. Received: 10 October 2018 | Revised: 5 April 2020 | Accepted: 16 April 2020 DOI: 10.1111/beer.12288","PeriodicalId":47954,"journal":{"name":"Business Ethics-A European Review","volume":"10 1","pages":"646-660"},"PeriodicalIF":4.8,"publicationDate":"2020-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81962626","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Sonja Grabner‐Kräuter, R. J. Breitenecker, Festim Tafolli
{"title":"Exploring the relationship between employees’ CSR perceptions and intention to emigrate: Evidence from a developing country","authors":"Sonja Grabner‐Kräuter, R. J. Breitenecker, Festim Tafolli","doi":"10.1111/beer.12291","DOIUrl":"https://doi.org/10.1111/beer.12291","url":null,"abstract":"","PeriodicalId":47954,"journal":{"name":"Business Ethics-A European Review","volume":"83 1","pages":""},"PeriodicalIF":4.8,"publicationDate":"2020-06-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87367697","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"How does past behaviour stimulate consumers' intentions to repeat unethical behaviour? The roles of perceived risk and ethical beliefs","authors":"BaoChun Zhao, M. Rawwas, Chen Zeng","doi":"10.1111/beer.12284","DOIUrl":"https://doi.org/10.1111/beer.12284","url":null,"abstract":"","PeriodicalId":47954,"journal":{"name":"Business Ethics-A European Review","volume":"7 1","pages":"602-616"},"PeriodicalIF":4.8,"publicationDate":"2020-04-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78832088","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
textabstractDrawing on a longitudinal case study of a 10-year cross-sector partnership for development in Colombia, this paper makes three contributions to current discussions on new collaborative governance approaches in which business, non-governmental organizations and development agencies jointly address development challenges. First, our study explores how partnerships can be successful in achieving longer term development while being designed as short-term governance arrangements. Second, we shed light on how power asymmetries can shape partnership governance. Many studies have highlighted the negative aspects of donor involvement in cross-sector partnerships. We identify, however, that an interplay of formal and informal governance in partnerships can provide a positive enabling framework for partner relationships to grow and mature. Third, the case highlights that the studied partnership employed governance mechanisms that facilitate local ownership and empower small-scale farmers, which effected (longer term) value chain relationships. In this regard, our case study helps to understand governance processes and conditions under which transformative local partnerships can emerge and sustain in post-conflict settings. The paper adds observations on the collaborative governance content that is required for a more integrative research approach to corporate contributions to development.
{"title":"Governing partnerships for development in post-conflict settings: Evidence from a longitudinal case study in Colombia","authors":"S. Pfisterer, R. van Tulder","doi":"10.1111/beer.12278","DOIUrl":"https://doi.org/10.1111/beer.12278","url":null,"abstract":"textabstractDrawing on a longitudinal case study of a 10-year cross-sector partnership for development in Colombia, this paper makes three contributions to current discussions on new collaborative governance approaches in which business, non-governmental organizations and development agencies jointly address development challenges. First, our study explores how partnerships can be successful in achieving longer term development while being designed as short-term governance arrangements. Second, we shed light on how power asymmetries can shape partnership governance. Many studies have highlighted the negative aspects of donor involvement in cross-sector partnerships. We identify, however, that an interplay of formal and informal governance in partnerships can provide a positive enabling framework for partner relationships to grow and mature. Third, the case highlights that the studied partnership employed governance mechanisms that facilitate local ownership and empower small-scale farmers, which effected (longer term) value chain relationships. In this regard, our case study helps to understand governance processes and conditions under which transformative local partnerships can emerge and sustain in post-conflict settings. The paper adds observations on the collaborative governance content that is required for a more integrative research approach to corporate contributions to development.","PeriodicalId":47954,"journal":{"name":"Business Ethics-A European Review","volume":"38 1","pages":""},"PeriodicalIF":4.8,"publicationDate":"2020-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81616361","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Isabel Gallego‐Álvarez, L. Rodríguez‐Domínguez, J. Martín Vallejo
{"title":"An analysis of business ethics in the cultural contexts of different religions","authors":"Isabel Gallego‐Álvarez, L. Rodríguez‐Domínguez, J. Martín Vallejo","doi":"10.1111/beer.12277","DOIUrl":"https://doi.org/10.1111/beer.12277","url":null,"abstract":"","PeriodicalId":47954,"journal":{"name":"Business Ethics-A European Review","volume":"33 1","pages":"570-586"},"PeriodicalIF":4.8,"publicationDate":"2020-03-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89425357","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Bilal Latif, Wim Voordeckers, F. Lambrechts, W. Hendriks
{"title":"Multiple directorships in emerging countries: Fiduciary duties at stake?","authors":"Bilal Latif, Wim Voordeckers, F. Lambrechts, W. Hendriks","doi":"10.1111/beer.12275","DOIUrl":"https://doi.org/10.1111/beer.12275","url":null,"abstract":"","PeriodicalId":47954,"journal":{"name":"Business Ethics-A European Review","volume":"27 1","pages":"629-645"},"PeriodicalIF":4.8,"publicationDate":"2020-03-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76823398","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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