Journal of Business Ethics

Nilsson, Eva; Fougère, Martin

doi: 10.1007/s10551-024-05745-5pmid: N/A

In this article, we analyse the global consensus on the UN’s partnership approach to businesses through an agonistic lens. In doing so, we seek to understand the positioning of states, particularly those in the Global South, towards the partnership approach. We draw on Mouffe’s conceptualisation of ‘the political’, in which the appearance of consensus is always an expression of hegemony accompanied by exclusion and dissensus. First, we show that the partnership approach was initially promoted by the Global North, in particular European states together with UN leadership, against fears and criticism raised by Global South states. Second, we show that Global South states have not fundamentally challenged the idea of engaging in partnerships with businesses, but they have questioned how these partnerships should be designed to shape a more equally beneficial global economy. With this article, we contribute to the literature on the UN and business ethics by identifying how the evolution of the consensus on business partnerships has been a hegemonic arrangement since the 2000s. Furthermore, we illustrate the role that states have had in forming this consensus. We also contribute to business ethics studies engaging with dissensus by problematising the potential of ‘agonistic deliberation’ at the UN level in supporting the interests of the Global South.

Ramus, Tommaso; Castellaneta, Francesco; Giordano, Filippo; Perrini, Francesco

doi: 10.1007/s10551-024-05766-0pmid: N/A

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.

Meyer, Marco; Li, Tong

doi: 10.1007/s10551-024-05796-8pmid: N/A

This study explores epistemic virtue as a new lens to scrutinize organizational behavior. Organizational epistemic virtues are the qualities of organizations that support the creation, sharing, and retaining of knowledge. We study how well organizations handle information and if that can prevent organizational misconduct. We propose a theoretical framework to link epistemic virtue to the prevention of misconduct and test this model using data from 822 U.S. companies. These companies are scored on six epistemic virtues by analyzing over one million online employee reviews using natural language processing. We focus on the epistemic virtues of curiosity, epistemic beneficence, epistemic justice, epistemic integration, humility, and open-mindedness. We find that companies with these virtues engage in less corporate misconduct, measured in terms of the number of penalties imposed by government agencies. We also give practitioners a framework to assess the epistemic virtues of organizations.

Nong, Meilan; Mei, Wenjuan

doi: 10.1007/s10551-024-05764-2pmid: N/A

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.

Prajogo, Daniel; Cooper, Brian; Donohue, Ross; Nair, Anand

doi: 10.1007/s10551-024-05742-8pmid: N/A

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.

Boddy, Clive R.; Boulter, Louise

doi: 10.1007/s10551-024-05755-3pmid: N/A

Perceptions of human resource (HRM) management’s response to worker bullying were investigated through a netnographic analysis of written comments concerning an online ‘TEDx’ talk called “Bullying and Corporate Psychopaths at Work” to help determine whether HRM are seen as supportive of bullied workers. This research utilized a qualitative, ethnographic approach deemed to be highly valid in researching sensitive areas such as that of workplace bullying. Findings align with, deepen, and extend previous theory and knowledge in that a key finding that emerges is that HRM is deemed by workers to be capable of, but unwilling to deal effectively with, bullying managers. HRM are seen as complacent in that they do little about psychopathic bullies, complicit in that they support managerial bullies and compounding in that they worsen outcomes from workers’ point of view. It appears that HRM has therefore lost the trust of this sample of bullied workers. The paper is a first to apply a netnographic analysis to the problem of workplace bullying and reveals HRM fails to deal with it to worker’s satisfaction. Implications include that the ubiquitous prevalence of workplace bullying around the world could continue unabated unless strict, clear codes of conduct are established and policed by HRM or non-HRM related forms of intervention are mobilized.

Mishra, Archana; Newey, Lance; Spee, Paul

doi: 10.1007/s10551-024-05748-2pmid: N/A

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.’

Walker, Victoria; Nickson, Dennis

doi: 10.1007/s10551-024-05761-5pmid: N/A

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.

Tyan, Jonah; Liu, Shih-Ching; Lin, Carol Yeh-Yun; Chang, Tien-Yu

doi: 10.1007/s10551-024-05758-0pmid: N/A

The question whether corporate social responsibility (CSR) initiatives can be transferred to firm performance to achieve sustainable development goals (SDGs) prompted this study to investigate how CSR strategies influence both SDGs and financial performance. A mediated moderating model based on the organizational alignment theory was developed to examine the mediating and moderating roles of organizational structure and corporate governance, respectively. By analyzing the three-year panel data of 1,480 firm-year observations from publicly listed companies in Taiwan, we find that organizational structure mediates the relationship between a firm’s CSR strategy and firm performance consisting of SDG disclosures, sales revenue, net profit, and return on equity. Corporate governance plays a moderating role in the relationship between organizational structure and firm performance. Our objective financial data provide evidence supporting “doing well by doing good.” The proposed organizational alignment model and empirical results enhance the theoretical understanding of the CSR research field. The research findings have several practical implications for business executives to improve a firm’s social and financial performance.

Scelles, Nicolas; Inoue, Yuhei; Perkin, Seth Joseph; Valenti, Maurizio

doi: 10.1007/s10551-024-05786-wpmid: N/A

This study addresses the growing interest in the social impact assessment of corporate social responsibility (CSR) initiatives. Using the benefit (value) transfer approach, this study seeks to demonstrate how the social return on investment (SROI) of a CSR inclusion initiative promoting disability sport participation can be assessed. Literature on CSR inclusion initiatives, social impact measurement, disability sport participation and disability interventions/organizations was reviewed and compared. This helped identify the stakeholders and social outcomes to include, and the assumptions for the financial proxies and beneficiary percentages. Based on data provided by the Rugby Football League in England, an application to Inclusion Rugby League— a CSR inclusion initiative promoting disability sport participation—was then conducted. The SROI of Inclusion Rugby League is 3.39:1—a social return of £3.39 for £1 invested. Our research quantifies the positive social impact of a CSR inclusion initiative in monetary terms, providing insights for assessing SROI. This study informs future research on the social impact assessment of CSR initiatives, offering valuable guidance for organizations and their managers in making a case for further investments in CSR. Moreover, it encourages potential funders to engage in CSR initiatives.