Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You and Your Team.

Learn More →

Corporations in the political arena: an ethical framework

Corporations in the political arena: an ethical framework This study aims to explore how firms can configure their organisational architectures in ways that limit ethical transgressions of their corporate political activities (CPAs).Design/methodology/approachThis conceptual work is informed by existing research into organisational architecture and ethical decision-making, combined with illustrative examples of firms’ political actions derived from secondary and primary data sources.FindingsFindings suggest that the ways that firms assign decision-making authority and design performance management systems can, depending on their combined configuration, either help or hinder the promotion of ethical CPA practice.Practical implicationsThe study provides practitioners with a useful tool for reflecting on the organisational levers they can pull to shield their firms from the financial and reputation damage associated with objectionable conduct in their political activities.Originality/valueWhilst previous research studies emphasise the importance of statutory guidelines, self-regulation or corporate codes for promoting ethical CPA, this study argues that organisational design is an important yet overlooked antecedent of a firm’s ability to practice CPA ethically and responsibly. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Business Strategy Emerald Publishing

Corporations in the political arena: an ethical framework

Journal of Business Strategy , Volume 42 (2): 10 – Mar 18, 2021

Loading next page...
 
/lp/emerald-publishing/corporations-in-the-political-arena-an-ethical-framework-44wr4io6W1
Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0275-6668
DOI
10.1108/jbs-06-2019-0119
Publisher site
See Article on Publisher Site

Abstract

This study aims to explore how firms can configure their organisational architectures in ways that limit ethical transgressions of their corporate political activities (CPAs).Design/methodology/approachThis conceptual work is informed by existing research into organisational architecture and ethical decision-making, combined with illustrative examples of firms’ political actions derived from secondary and primary data sources.FindingsFindings suggest that the ways that firms assign decision-making authority and design performance management systems can, depending on their combined configuration, either help or hinder the promotion of ethical CPA practice.Practical implicationsThe study provides practitioners with a useful tool for reflecting on the organisational levers they can pull to shield their firms from the financial and reputation damage associated with objectionable conduct in their political activities.Originality/valueWhilst previous research studies emphasise the importance of statutory guidelines, self-regulation or corporate codes for promoting ethical CPA, this study argues that organisational design is an important yet overlooked antecedent of a firm’s ability to practice CPA ethically and responsibly.

Journal

Journal of Business StrategyEmerald Publishing

Published: Mar 18, 2021

Keywords: Performance management systems; Business ethics; Responsible business; Corporate political activity; Decision-making authority; Organisational architecture

References