The move towards having more teaching of business ethics comes in part from a tendency to view managers negatively, drawing on anti-management theories that are presently popular in business schools. This can lead to a misdiagnosis of the causes of contemporary business problems. Teaching business ethics can, however, be ineffectual and counter-productive. Education in ethical philosophy can lead managers to be indecisive, sceptical or to rationalize poor conduct. The ethics of academics become salient and lapses in them undercut their (...) claims to authority. The philosophical viewpoint that stresses free choice runs contrary to the social science mission to reveal the causes that determine human behaviour and provide solutions to problems. Pro-management theory offers a more positive appreciation of managers, with its three components of structural functionalism, strategic functionalism and stewardship. (shrink)

Human resource management (HRM) scholars and practitioners are increasingly interested in how to leverage HRM tools to address pressing environmental issues while balancing an organization’s need for profit. One important theme of this line of research is the use of contingent compensation (i.e., green compensation) to motivate managers to engage in pro-environmental behavior. However, current research on the efficacy of green compensation in promoting managers’ environmental contribution yields two seemingly contradictory views. First, based on agency theory, green compensation (...) is found to be an effective tool to elicit managers’ environmental efforts. On the other hand, from a stewardship theory perspective, green compensation is regarded as ineffective in attempts to stimulate managers’ environmental contributions. In this paper, we propose that this potential conflict could stem from the way green compensation is designed. To address this issue, drawing upon goal-framing theory, we develop a normative theoretical framework toward designing key features of green compensation that could help to promote managers’ pro-environmental behaviors while mitigating potential pitfalls. These key features include explicitly acknowledging managers’ contributions to environmental endeavors, distribution of the compensation by prominent stakeholders with salient pro-environmental values, distribution of the compensation in public ceremonies, ensuring modesty in size of the compensation compared with managers’ non-contingent compensation, monitoring outcome and process performance, and developing group-based in addition to individual-based compensation. We conclude with implications of this design for theory and practice. (shrink)

Faced with increasing global environmental problems, organizational scholars and practitioners have increasingly considered how to promote employee pro-environmental behavior. This research seeks to expand our understanding of the facilitators of employee pro-environmental behavior from the perspective of leader expectations. Drawing on behavioral confirmation theory, we propose that leader pro-environmental expectations are expressed in active support for the environment, which subsequently facilitates employee pro-environmental behavior, thus rising to meet the leader's initial expectations. Furthermore, we argue that the above relationship becomes (...) stronger with the increase in employees' pro-environmental self-expectations. Based on data from 197 leader-employee dyads, the results of regression analysis showed that leader pro-environmental expectations are positively related to employee pro-environmental behavior via demonstrated leader support for the environment, and this indirect relationship is positively moderated by employee pro-environmental self-expectations. When an employee holds high pro-environmental expectations for himself or herself, a leader with high pro-environmental expectations will render support for the environment, which ultimately increases employee pro-environmental behavior. Our findings highlight the relevance of incorporating behavioral confirmation theory into the pro-environmental behavior literature and provide valuable insights for managers on how to effectively promote employee pro-environmental behavior. (shrink)

Drawing on social cognitive theory and social information processing theory, this study investigated how organizations' efforts to embody environmental corporate social responsibility (ECSR) shape consumer perception of a green corporate image through employees' environmental passion and pro-environmental behavior (PEB). To test our hypotheses, we collected multisource time-lagged data from 214 employee–customer dyads from hotel and banking sector organizations in Pakistan. The findings show that organizations' green corporate image is a function of their efforts to engage in ECSR activities (...) as demonstrated through employees' environmental passion and PEB. These findings have important implications in the environment and management domains because it can help organizations draft useful strategies to counter environmental degradation and generate a green corporate image in customers' minds through employees' green behavior. (shrink)

Christopher McMahon links political theory and business ethics and thereby takes the latter to a new level of philosophical sophistication. McMahon argues that legitimate authority, political or managerial, characteristically preempts certain of one’s judgments, so that one may reasonably submit to a directive to do something that contravenes one’s principles. Authoritative preemption does not involve weighing reasons pro and con, as one who is considering breaking a promise must do: it disqualifies competing considerations.

Research on unethical pro-organizational behavior has predominantly focused on its antecedents, while overlooking how engaging in such behavior might affect employees’ psychological experience and their downstream work behaviors. Integrating cognitive dissonance theory with the moral identity literature, we argue that engaging in UPB restricts moral identity internalization as a result of attempts to alleviate the cognitive dissonance about moral self-regard, which in turn translates into decreased organizational citizenship behavior and increased counterproductive workplace behavior. Moreover, employees’ construal level weakens these (...) indirect effects by alleviating the negative effect of engaging in UPB on moral identity internalization. The results from one experimental study and one multi-wave, multisource field study provide support for these predictions. Our research extends knowledge on the negative consequences of UPB for actors and organizations. (shrink)

Drawing on social exchange theory, we argue that family-supportive supervisor behavior (FSSB) inhibits employees’ unethical pro-family behavior (UPFB) via the mediation of felt obligation. We further propose that employees’ positive reciprocity beliefs strengthen the hypothesized relationships. Using a sample consisting of 345 full-time employees from an Internet service company located in China, we found that felt obligation partially mediated the negative relationship between FSSB and UPFB and that the FSSB-felt obligation relationship and the mediation relationship were stronger for employees (...) with higher positive reciprocity beliefs. Theoretical and practical implications, limitations, and future directions are discussed. (shrink)

Drawing on social exchange theory, we examine the conditions under which employees’ good intentions motivate them to engage in unethical pro-organizational behavior (UPB) and the psychological mechanism behind this behavioral decision. Findings from a time-lagged field study and a scenario study indicate (1) an interactive effect between perceived organizational support and employee performance on UPB; (2) that low performers who perceive high levels of organizational support are more likely to engage in UPB; and (3) that feelings of indebtedness to (...) the organization mediate the interactive effect on UPB. Therefore, the paper highlights the importance of conditional factors in motivating UPB by combining employee ‘good intentions’ and ‘disadvantageous situations’ to understand the UPB decision process. The paper concludes with theoretical and practical implications. (shrink)

In this study, we examine the nature of the relationship between ethical leadership and unethical pro-organizational behavior (UPB), defined as unethical behavior conducted by employees with the aim of benefiting their organization, and whether the strength of the relationship differs between subordinates experiencing high and low identification with supervisor. Based on three-wave survey data obtained from 239 public sector employees in China, we find that ethical leadership has an inverted u-shaped (curvilinear) relationship with UPB. As the level of ethical leadership (...) increases from low to moderate, UPB increases; as the level of ethical leadership increases from moderate to high, UPB decreases. Further, we find that the strength of this inverted u-curve relationship differs between subordinates with high and low identification with supervisor. That is to say, the inverted u-shaped relationship between ethical leadership and UPB was stronger when subordinates experienced high levels of identification with supervisor. The theoretical and managerial implications of our findings for understanding how to manage UPB in an organizational context are discussed. (shrink)

This study examines why individuals who are deeply embedded in the organization may engage in unethical pro-organizational behavior (UPB). Drawing from social identity theory and self-affirmation theory, we propose that deeply embedded employees may engage in UPB as a way of promoting or maintaining their status in the organization. We further propose that this positive relationship between organizational embeddedness and UPB, mediated through status perceptions, is stronger for employees working under managers who display low levels of ethical leadership. (...) Using data gathered in a two-wave survey from 224 working adults, the results of the study lend support for the hypothesized relationships and remained significant even after controlling for affective commitment. The study advances our understanding of both contextual and individual factors motivating employees to engage in UPB and the boundary conditions under which UPB can be reduced. (shrink)

In this study, we draw on moral cleansing theory to investigate the consequence of unethical pro-organizational behavior from the perspective of the actors. Specifically, we hypothesize that after conducting UPB, people may feel guilty and tend to cleanse their wrongdoings by providing suggestions or identifying problems at work. We further hypothesize that the above relationship is moderated by the actor’s moral identity symbolization. We conducted three studies, including experiment and surveys, to test our hypotheses. Results of these studies show (...) consistent support to our hypotheses. In particular, individuals reported more felt guilt after conducting UPB, and they tended to compensate with more prohibitive and promotive voice subsequently. In addition, the indirect relationship from UPB acting to both voice behaviors via felt guilt was stronger for people with a high level of moral identity symbolization. Theoretical and practical implications are discussed. (shrink)

To promote ethical and pro-environmental behavior, hypocrisy sometimes is made salient to individuals: i.e., they are made aware that their past behavior does not conform to expressed norms. The fact that this strategy may backfire and may even reduce the likelihood of individuals performing the desired action has been largely overlooked. This paper develops a theory of how hypocrisy stimulates two opposing heuristic processes: one that favors the former, positive outcome and one that renders hypocrisy non-effective. We test the (...) model and reveal important boundary conditions using the finding of a comprehensive field experiment. Situational and individual factors determine which of the competing mechanisms is activated. The paper contributes a novel understanding to managers and scholars of how hypocrisy operates and illuminates the contingencies of when this strategy is beneficial. (shrink)

In business ethics research, little is known about why and how employees engage in unethical behavior, especially unethical pro-organizational behavior (UPB) and unethical pro-family behavior (UPFB). Based on cognitive-affective personality system theory and conservation of resources theory, this study aims to explore the mechanisms underlying the effects of workplace bullying, as a negative event, on UPB (Study 1) and UPFB (Study 2). In Study 1, workplace bullying negatively correlated with UPB where emotional exhaustion and organization-oriented moral disengagement played (...) chain-mediating roles in this relationship. In Study 2, workplace bullying positively correlated with UPFB where emotional exhaustion and family-oriented moral disengagement played chain-mediating roles in the relationship. In both studies, perceived forgiveness climate, as a conditional factor, was found to weaken the positive impact of workplace bullying on both emotional exhaustion and the chain-mediating effect of emotional exhaustion and moral disengagement in the relationship between workplace bullying and UPB/upfb. Overall, this study explains why, how, and when employees exhibit UPB and UPFB. The implications for theory and practices that could enable organizations to reduce employees’ unethical behavior are discussed. (shrink)

This paper investigates the COVID-19 pandemic, and its impact on pro-environmental behaviour of individuals travelling internationally for leisure and recreational purposes. The aim of this manuscript is to investigate a conceptual framework created through the examination of current existing literature in the field of tourism science. The conceptual framework, consisting of certain constructs of the health belief model, and the theory of planned behaviour, is applied and tested using a partial least-squares-structural equation modelling. Data were collected from participants who (...) have travelled internationally before and during the outbreak of the COVID-19 pandemic, and those who plan to travel post-COVID-19 pandemic. Results revealed that the conceptual framework tested positively against existing theory, highlighting the key influencing factors in which COVID-19 is likely to have on future pro-environmental behaviour of individuals travelling internationally for leisure and recreational purposes. Moreover, perceived safety threat and outcome expectations have a positive impact on attitude; attitude has a positive impact on behavioural intentions; subjective norm has a positive impact on behavioural intentions, and perceived behavioural control has a positive impact on behavioural intentions. The study results identify practical and theoretical implications for global and travel companies and organisations, presenting opportunities to adjust environmental policies and procedures accordingly, whilst identifying the most effective marketing and management strategies to rebuild a collapsed global travel industry. (shrink)

Drawing on the emerging research on Islamic work ethic (IWE) and informed by the social cognitive theory (SCT), this study seeks to examine how IWE influences employees’ behaviors through employees’ moral identity internalization, with religiosity moderating the IWE-moral identity Internalization nexus. To examine this moderated mediation model, we collected time-lagged data (_N_ = 427) from employees working in two public organisations in a Muslim majority country in the Middle East, e.g., Jordan. We used a partial least squares structural equation (...) modelling to examine our hypotheses. Our findings suggest that IWE encourages employees’ moral identity internalization, which subsequently prompts refraining from unethical pro-organisational behaviors (UPOB) and unethical pro-family behaviors (UPFB). The findings also show that employee religiosity plays an important role in the relationship between IWE and employees’ moral identity suggesting that IWE is more prone to influence employee disengagement in UPOB and UPFB through moral identity internalization when employee religiosity is higher. At the end, implications for theory and practice are offered as well as suggestions for future research. (shrink)

Based on ethnographic fieldwork with panhandlers who provide services while asking for money, informal interviews with pedestrians who have interacted with them, and formal interviews with twenty people who regularly interact with panhandlers, this article unpacks the relationship between temporality and ambiguity of meaning in exchange. In line with previous research, I find that providing a service while asking for money allows panhandlers to manage stigma by recasting their relationship with pedestrians who give as a market exchange. More surprisingly, I (...) find that this kind of recasting makes giving less compelling for the pedestrians in fleeting encounters with panhandlers: they resist service provision in fleeting encounters with panhandlers on the grounds that the exchange is experienced as a coldly rational quid pro quo. In contrast, pedestrians who have long-term relationships with panhandlers experience the interaction as a gift exchange and the service as an expression of gratitude and subservience. The development of an open-ended temporal horizon and of a cycle of exchange, I argue, allows the service and the money given to operate as boundary objects, enabling panhandlers and pedestrians to attach different meanings to the exchange of money for services. This emergent ambiguity allows them to carry out interaction and exchange successfully. Contrary to models of interaction and everyday economic transactions that frame shared definitions of the situation as necessary for successful and repeated interactions, I find that ambiguity and polysemy may be productive and sustaining in interactions between participants from distinct social worlds. (shrink)

Drawing on the transactional model of stress and leader-member exchange (LMX) theory, we examine the role of performance pressure in relation to unethical pro-organizational behavior (UPB). We propose that (1) employee perceived performance pressure and LMX interact to increase employees’ willingness to engage in UPB, and (2) employees’ threat appraisal mediates this interaction effect. The results from two studies based on samples of employees in the United States and China supported our theoretical model. We found that LMX moderated the (...) relation between performance pressure and the willingness to engage in UPB, such that the relation was stronger when LMX was high (Study 1). Moreover, the conditional indirect effect (i.e., performance pressure on UPB through threat appraisal with LMX as a moderator at the first stage) was also supported (Study 2). These findings highlight the role of performance pressure and LMX in inducing unethical work behaviors that are aimed at benefiting the organization (i.e., UPB). Theoretical and managerial implications are also discussed. (shrink)

Functional language has been used in many multinational corporations as a way to overcome the problems caused by the coexistence of multiple languages in the workplace. The existing literature has explored the importance, adoption, and effectiveness of functional language. Yet, how functional language shapes host country employees’ moral cognition and behavior is insufficiently researched. Guided by the Social Identity Theory, this manuscript shows that host country employees’ functional language proficiency enhances their unethical pro-organizational behavior through their linguistic group identification (...) and moral disengagement. We tested our predictions using the data collected from 309 full-time host country employees through an online survey, and the results generally supported our hypotheses. The findings make contributions to both international management and language literature and organizational moral behavior literature. (shrink)

The uncovering of several recent corporate scandals has brought to light unethical pro-organizational behavior (UPB) in organizations. A growing body of research has provided insights into employees’ UPB and its antecedents. However, our understanding of leader UPB and its effects remains limited. In this study, we develop and test a theoretical model that explains employees’ responses to their leader UPB. By drawing on the theory of motivated reasoning and the trust literature, we posit that, in general, leader UPB is (...) linked to unfavorable responses from employees such as a lower perception of leaders’ trustworthiness, which, in turn, reduces the citizenship behaviors of employees. However, our model also shows that these effects do not emerge automatically but depend on a crucial boundary condition—followers’ outcome favorability, or the extent to which followers personally benefit from leader UPB. Specifically, we contend that negative responses to leader UPB arise mainly when followers’ outcome favorability is low but decrease significantly when followers’ outcome favorability is high. The results of two multi-wave, multi-source field studies support our hypothesized model. These findings offer a new, instrumental perspective on followers’ responses to unethical leader behaviors, with valuable theoretical and practical implications. (shrink)

In this research, we advance the behavioral ethics literature by explaining the underlying mechanism and conditions under which employee creativity relates to unethical pro-organizational behavior (UPB). Grounded in the self-interest motivation perspective of UPB and drawing from self-enhancement theory, we propose that employee creativity fosters psychological entitlement, which, in turn, motivates UPB. Furthermore, we propose that symmetrical internal communication (SIC) acts as a key contextual factor that moderates the mediating effect of psychological entitlement in the creativity–UPB relationship. Results from (...) two field studies involving supervisor–employee dyads provide empirical support for our hypothesized model. Overall, our research not only contributes to the literature on UPB antecedents but also offers a novel counterproductive perspective on SIC. We discuss the theoretical and practical implications of our findings and offer interesting directions for future research. (shrink)

Resumen: El objetivo de esta contribución es el de realizar una valoración del trabajo de Maria Medina-Vicent Mujeres y discursos gerenciales: hacia la autogestión feminista. En el texto se describirá la importancia que tienen las ideologías gerenciales como articuladoras del discurso pro-empresarial contemporáneo para, a continuación, señalar las principales contribuciones del libro de Medina-Vicent, que son la de no solo criticar el peculiar tipo de feminismo presente en los libros de literatura empresarial dirigidos a mujeres, sino proponer una reversión de (...) los discursos neoliberales sostenida en las aportaciones de la teoría feminista.: This contribution aims at making an assessment of the work of Maria Medina-Vicent Mujeres y discursos gerenciales: hacia la autogestión feminista. The text will describe the importance of managerial ideologies as articulators of contemporary pro-business discourses. Besides, the main contributions of Medina-Vicent’s book will be highlighted. Those are not only the critique of the peculiar type of feminism underpinning in management books addressed to women, but also the proposal of a feminist theory-based rejection of neoliberal discourses. Palabras clave: ideologías gerenciales, feminismo, estudios críticos de gestión, mujeres líderes. Keywords: managerial ideologies, feminism, critical management studies, female leaders. (shrink)

We examine the important roles of two forms of capital—human and social—in the accumulation of critical resources that enable firms to adopt sound environmental management practices which contribute to better firm performance. Drawing on human and social capital theories and the resource-based view of the firm, we tested this proposition using data from a survey of 141 small manufacturing firms drawn from a survey of business enterprises in a metropolitan city in the southern region of the Philippines. The results (...) of our analysis using structural equation modelling-partial least square approach show that both human capital such as age, experience and education of managers of the firm and social capital such as external managerial ties and networks have significant and positive contribution to the environmental management resources of firms although the effects vary in magnitude. The accumulation of environmental management resources not only is positively linked to the adoption by firms of pro-environment practices but also fully mediates the effects of the two types of capital on the adoption of such practices. Pro-environment practices are positively linked to better performance outcomes. The findings underscore the need to account for the intangible and more tacit forms of capital such as managerial talent, knowledge, skills and social ties and networks in the wider debate on how small manufacturing firms in developing countries can address the pressing need to integrate environmental sustainability in business. (shrink)

While unethical behaviors that are intended to benefit the self are often severely punished, unethical behaviors that are intended to benefit the organization (unethical pro-organizational behaviors, UPBs) are disciplined within organizations at different levels of severity. Building on the sensemaking theoretical framework, we study how employees make sense of what the organization is like through observing what the organization has done (i.e., different levels of punishment imposed for UPBs) and how employees subsequently react to the results of sensemaking (i.e., affective (...) commitment to the organization)—increased or decreased turnover and UPB engagement intention. By conducting a vignette-based experimental study and a time-lagged field study, we find that affective commitment to the organization of observers, especially those with a high moral disengagement propensity, increases at a low-to-moderate level of punishment severity for UPBs, and decreases at a moderate-to-high level of punishment severity for UPBs. Furthermore, the impacted affective commitment to the organization subsequently leads to increase in observers’ UPB engagement (intention) and decrease in observers’ turnover intention. We also highlight implications for theory and practice. (shrink)

In the team context, leaders usually develop differentiated leader-member exchange relationships with employees, resulting in some employees having relatively inferior relationships with the leader than others. Nevertheless, how and when employees with low relative leader-member exchange (RLMX) relationships react toward the leader have been rarely considered in empirical research. Drawing upon social comparison theory, we develop a cross-level moderated mediation model to examine how and when RLMX may lead to employee’s unethical pro-leader behavior (UPLB). We propose that employees with (...) low RLMX would feel envy which in turn motivates them to engage in UPLB in order to gain the rewards and resources that are distributed by the leader. Further, we argue that envy is less likely to motivate low RLMX employees to engage in UPLB when distributive justice climate is high, because high distributive justice indicates that rewards and resources are distributed fairly (based on work contribution rather than engaging in unethical behaviors that please the leader). Data were obtained from 504 employees in 102 divisional teams in a large retail corporation at three time points. Results of the multilevel moderated mediation analysis show that envy mediates the effect of RLMX on UPLB and that the indirect relationship is moderated by team-level distributive justice climate. These findings suggest the importance of adopting a social comparison perspective to understand the negative consequences of RLMX via emotional mechanisms. (shrink)

In this article, I criticize environmental sociology’s conventional diagnosis of its methodological situation and overly narrow definition of its field. I argue for a greater engagement with the natural science base and consideration of anthropological approaches. I start with conceptual analysis, identifying the human-environment relationship as a pro-active two-way interaction. I then present an outline of global environmental dynamics, highlighting the unequal size of human activities on geosphere and biosphere scale, and the role of the biosphere as manager of the (...) geosphere, this as context for the human population problem. Three types of environmental problems are next identified: urban-industrial, rural-agrarian, and high hazard exposure. These are seen as forming a continuum, with anthropogenic and natural factors synergizing at the centre. I comment on their geographic distribution, noting Europe’s limited and specific environmental experience. Lastly I attempt an overview without biological metaphors of the humanenvironment relationship through time, commenting on its inherent imbalances and how these might be diagnosed. I conclude that sociology’s bias to modernity and the West renders it inadequate to the global environmental question. A wider and deeper spacio-temporal consideration is needed, with the whole continuum of environmental problems considered. For this, environmental sociology should seek a synthesis with cultural anthropology centring on the anthropological concept of culture, an approach, I argue, that is accessible through the sociology of Max Weber. (shrink)

Green volunteering has gained significant attention in recent years, with research focusing on pro-environmental behaviors and the preservation of natural ecosystems. While much has been written about its societal benefits, such as community engagement, social responsibility, and sustainable development, there is less research into its impact on the professional growth of volunteers. As a result, we know surprisingly little about how participants can harness the skills they develop through green volunteering to enhance their performance in the workplace. Using self-determination (...) class='Hi'>theory, we propose a serial mediation model in which managers’ participation in green volunteering fosters ethical leadership behavior in the workplace. Our analysis of time-lagged dyadic data from 798 managers and their direct reports reveal that green volunteering enhances ethical leadership by increasing managers’ sense of felt obligation and moral ownership. Furthermore, we find that the organization’s ethical climate plays a key moderating role, amplifying the positive effects of green volunteering in environments that emphasize ethical values. We conclude by discussing the theoretical and practical implications of our findings. (shrink)

Escalation of commitment causes people to continue a failing course of action. We study the role of construal level in such escalation of commitment. Consistent with the widely held view of construal level as a primed effect, we employed a commonly used prime for manipulating this construct in a laboratory experiment. Our findings revealed that the prime failed to produce statistically significant differences in construal level, which was measured using the Behavior Identification Form. Furthermore, there was no effect of the (...) prime on escalation of commitment, or on constructs that have previously been linked to construal level such as the perceived importance of feasibility considerations relative to desirability considerations, and the number of pros and cons that subjects can think of.Interestingly, however, subjects’ actual construal level scores on the BIF were found to significantly affect escalation. Specifically, our findings show that people with a low construal level are less willing to continue a failing project. This relation is mediated by the perceived importance of the feasibility of the project relative to its desirability. For people with a low construal level, the perceived importance of feasibility relative to desirability is higher, which in turn makes escalation of commitment less likely.Our findings are consistent with prior research suggesting that priming construal level may not always be effective. Thus, while construal level has typically been regarded as a state-like variable that can be primed, in this study, we show that construal level may also be considered as a trait. (shrink)

Priority setting in health care means making distributional decisions, which inherently involves limiting access to some health services. Public health ethics involves many ethical principles like efficiency, equity and individual choice, which are frequently appealed to but rarely analysed. How these concepts are understood and applied impacts on healthcare planning and delivery policies. This article discusses findings of a research study undertaken in the context of the Iranian health system in which two main ethical values appear to be operating: equity (...) and personal choice. It asserts that the pro-market perspective, driven by individual choice appears to be dominant as it is influenced by the powerful medical profession. This is despite egalitarian intentions proclaimed in the Constitution and the majority of national laws. The study argues that the market influence in healthcare priority setting is unlikely to diminish because of weak implementation of existing laws. In conclusion, the article suggests that the private health sector could help to achieve the state’s proclaimed egalitarian goals only if new regulatory systems and new systems of governance are implemented. Such measures should be aimed at monitoring and controlling the performance of the private sector, to better manage and harness its capacities. (shrink)

ABSTRACT:In this article, we review and build on intergenerational and behavioral ethics research to consider how the motive to build a lasting legacy can impact ethical behavior in intergenerational decision making. We discuss how people can utilize their relationships to organizations to craft their legacies. Further, we elucidate how the legacy motive can enhance business ethics, incorporating theory and empirical findings from research on intergenerational decision making, generativity, and terror management theory to develop the legacy construct and (...) to outline the psychological underpinnings of motivations to leave a positive legacy. We discuss the ways in which legacies can provide a link between life-meaning and pro-social motivation, and we consider the ways in which individuals’ social environments can moderate the intensity of the legacy motive and can impact legacy-building behavior by determining the types of legacies that are valued. Finally, we highlight the implications of these ideas for ethical behavior and sustainable decision making in business contexts. (shrink)

Abstract:This article elaborates a normative Stakeholder Management Theory (SHMT) from a critical theory perspective. The paper argues that the normative theory elaborated by critical theorists such as Habermas exhibits important advantages over its rivals and that these advantages provide the basis for a theoretically more adequate version of SHMT. In the first section of the paper an account is given of normative theory from a critical theory perspective and its advantages over rival traditions. A (...) key characteristic of the critical theory approach is expressed as a distinction between three different normative realms, viz., legitimacy, morality, and ethics. In the second section, the outlines of a theory of stakeholder management are provided. First, three basic tasks of a theoretically adequate treatment of the normative analysis of stakeholder management are identified. This is followed by a discussion of how a critical theory approach to SHMT is able to fulfill these three tasks. (shrink)

Stakeholder theory scholars have recently addressed two crucial calls: the first is for the integration of strategy and ethics, of stakeholder theory and strategic management, and the second call is for the development of a dynamic approach to stakeholder management. I have attempted to answer these calls by developing a theoretical framework that links together stakeholder management, stakeholder commitment to cooperate with the firm, key decision makers’ ethical commitment, and firm strategy. Starting from the basic (...) assumption that managers cannot meet all stakeholders’ demands immediately and in a tailored manner, I contend, first, that an ambidextrous approach to stakeholder management is conducive to stakeholders’ commitment to cooperate for the sustainable well-being of the firm and, second, that firm strategy and key decision makers’ ethical commitment moderate the relationship between an ambidextrous stakeholder management and stakeholder commitment to cooperate. Furthermore, drawing on this theoretical framework, I attempt to address the call for the integration of strategy and ethics by proposing a three-level conceptual model that distinguishes the objectives, the field, and the levers of integration. Finally, I outline a set of propositions that, taken together, represent a first attempt to develop a dynamic approach to stakeholder management. (shrink)

Waste has often been a target of literature and policy promoting pro-environmental behaviour. However, little attention has been paid to how subjects interpret and construct waste in their daily lives. In this article we develop a synthesis of practice theory and psycho-social concepts of attachment and transitional space to explore how biographically patterned relationships and attachments to practice shape subjects’ understandings of resource consumption and disposal. Deploying biographical interview data produced by the Energy Biographies Project, we illustrate how tangible, (...) intersubjective and interdependent experiences rub up against cultural and behavioural norms, reshaping the meanings and strategies through which subjects interpret and manage waste. (shrink)

Although not always termed “organizational justice,” the fairness of organizations has been a consistent concern of management thinkers. A review of the 1900–1965 time period indicates that management theorists primarily conceptualized organizational justice in utilitarian terms, although each theory emphasized distributive and procedural justice to different degrees. There is clearly a need for contemporary scholars to consider non-economic rationales for organizational justice, but the willingness of earlier scholars to make utilitarian arguments about organizational justice and productive efficiency (...) helped legitimize the idea of fairness in organizations as an arbiter of value. Further, each theory tempered absolute managerial autonomy with some inherent check thereon. Researchers interested in organizational justice should therefore take a historical perspective in considering how management theory includes consideration of justice-related concerns. (shrink)

It is becoming clear that many of today’s management theories are inadequate theoretically and practically to move understanding, scholarship, and practice to where it needs to be for scholars, business leaders, and policy makers to cope with an increasing fraught world. This Special Issue’s focus is on sustainability. Sustainability challenges need to incorporate multidisciplinary interventions and the trans- and interdisciplinary nature of solutions. To actively seek transformation toward sustainability, fundamental and innovative short-term as well as long-term efforts are required (...) in society, economy, technology, and education, including our understanding of human behavior and attitudes toward the management of the environment. This introductory piece presents natural science theories as a promising approach for achieving progress toward transformation for sustainability. (shrink)

Top-tier management journals are advocating for greater relevance from management research to Grand Challenges such as poverty alleviation. However, many scholars struggle to identify linkages between the practical undertaking of poverty alleviation and theory development opportunities in the management literature. Responding to this call, we develop and outline a framework for theorizing from an increasingly common business-based poverty alleviation approach known as ‘market orchestration.’ Core to this framework are a set of contextual difference that contrast with (...) the Western environment in which most management theorizing has taken place. These contextual differences—at the micro, meso, and macro levels—challenge the implicit assumptions underpinning much of the management literature. As a result, a substantial opportunity exists to identify new predictors, contingencies, explanations, and outcomes that can significantly inform theory. Equally important, by focusing on the contextual differences and the challenges they create, management scholars can provide practical guidance to organizations engaged in market orchestration efforts. (shrink)

Although not always termed “organizational justice,” the fairness of organizations has been a consistent concern of management thinkers. A review of the 1900–1965 time period indicates that management theorists primarily conceptualized organizational justice in utilitarian terms, although each theory emphasized distributive and procedural justice to different degrees. There is clearly a need for contemporary scholars to consider non-economic rationales for organizational justice, but the willingness of earlier scholars to make utilitarian arguments about organizational justice and productive efficiency (...) helped legitimize the idea of fairness in organizations as an arbiter of value. Further, each theory tempered absolute managerial autonomy with some inherent check thereon. Researchers interested in organizational justice should therefore take a historical perspective in considering how management theory includes consideration of justice-related concerns. (shrink)

We propose adding a temporal dimension to stakeholder management theory, and assess the implications thereof for firm-level competitive advantage. We argue that a firm’s competitive advantage fundamentally depends on its capacity for stakeholder management related, transformational adaptation over time. Our new temporal stakeholder management approach builds upon insights from both the resource-based view (RBV) in strategic management and institutional theory. Stakeholder agendas and their relative salience to the firm evolve over time, a phenomenon well (...) understood in the literature, and requiring what we call level 1 adaptation. However, the dominant direction of stakeholder pressures can also change, namely, from supporting resource heterogeneity at the firm level to fostering industry homogeneity, and vice versa. When dominant stakeholder pressures shift from supporting heterogeneity towards stimulating homogeneity in industry, the firm must engage in level 2 or transformational adaptation. Stakeholders typically provide valuable resources to the firm in an early stage . Without these resources, which foster heterogeneity (in line with RBV thinking), the firm would not exist. At a later stage , stakeholders also contribute to inter-firm homogeneity via isomorphism pressures (in line with institutional theory thinking). Adding a temporal dimension to stakeholder management theory has far reaching implications for this theory’s practical relevance to senior level management in business. (shrink)

This paper examines the ethical implications of the Clean Development Mechanism, the United Nation’s climate change initiative that provides incentives to countries and firms in developed countries to motivate investments in greenhouse gas reduction projects in developing countries. Using the tenets of agency theory, we present a solid waste management project in El Salvador as an illustrative example of how the CDM can produce a disproportionately high social cost for the most marginalized populations in the developing world. We (...) suggest that the UN needs to reformulate the CDM so that it more effectively aligns the divergent goals of multiple actors and upholds the UN’s principles for sustainable development, including ethical firm-level behavior. By providing incentives for environmental, economic, and social value creation, the CDM would not only promote ethical norms for profit-seeking firms that participate in the program but also reinforce the UN’s twin pro-poor and environmental objectives. (shrink)

Although not always termed “organizational justice,” the fairness of organizations has been a consistent concern of management thinkers. A review of the 1900–1965 time period indicates that management theorists primarily conceptualized organizational justice in utilitarian terms, although each theory emphasized distributive and procedural justice to different degrees. There is clearly a need for contemporary scholars to consider non-economic rationales for organizational justice, but the willingness of earlier scholars to make utilitarian arguments about organizational justice and productive efficiency (...) helped legitimize the idea of fairness in organizations as an arbiter of value. Further, each theory tempered absolute managerial autonomy with some inherent check thereon. Researchers interested in organizational justice should therefore take a historical perspective in considering how management theory includes consideration of justice-related concerns. (shrink)

Investors with a pro-social or sustainability agenda increasingly attempt to influence firm managers to adopt socially responsible behavior, either through positive/reward tactics or negative/punishment tactics. This paper considers how investors can use each approach to differentially influence managers to make more CSR investments. The paper uses game theory with an all-pay contest structure to model how a large institutional investor could reward firms for CSR activities by creating a socially responsible investment fund (reward contest) or punish firms via shareholder (...) activism (punishment contest). We identify conditions under which the punishment contest induces a higher level of CSR activity among firms compared to the reward contest. Managers bearing substantial private costs stemming from the activism is one such condition. Spillover effects are seen as the other managers in the economy engage in CSR to avoid being punished by the investor’s activism. This level of engagement is not the case when rewards are used—only those managers with an expectation of being rewarded increase their CSR activity in that scenario. This suggests, for example, that incorporating thresholds or tiers (e.g. gold, silver, and bronze-level winners) can increase the effectiveness of reward contests. Implications for designing both positive and negative CSR inducements are explored. We also identify the ethical dilemmas that relate to such influence attempts. (shrink)

We examined attitudes as one potential influence on the behavioral intentions of three stakeholder groups commonly in conflict. Business managers (n = 97), government environmental regulators (n = 69), and active members of pro-environmental groups (n = 49) were surveyed to assess the differences among these groups in their attitudes toward property rights, environmental regulation, and technology. We compared the influence of these attitudes and stakeholder group affiliation on intentions to engage in pro-environmental behavior. The attitudes measures explained a significant (...) amount of the variance in behavioral intention, even after group membership was controlled. Theoretical implications of these findings for stakeholder theory are discussed along with some practical applications of these findings for stakeholder negotiations and management practices. (shrink)

We argue that many evolved biases produced through selective forces described by error management theory are likely to entail misbeliefs. We illustrate our argument with the male sexual overperception bias. A misbelief could create motivational impetus for courtship, overcome the inhibiting effects of anxiety about rejection, and in some cases transform an initially sexually uninterested woman into an interested one.

Synthesizing theories of ethical leadership, psychological climate, pro-environmental behavior, and gender, first, we proposed and tested a model linking supervisors’ ethical leadership and organizational environmental citizenship behavior via green psychological climate. Then we tested the moderating effect of gender on the indirect (via green psychological environment) relationship between supervisors’ ethical leadership and organizational environmental citizenship behavior. Time-lagged (three waves, two months apart) survey data were collected from 447 employees in various manufacturing and service sector firms operating in China. Data were (...) analyzed using structural equation modeling, bootstrapping, and multi-group technique to test the hypothesized relationships. The results showed a positive relationship between employee ratings of supervisors’ ethical leadership and organizational environmental citizenship behavior. Moreover, green psychological climate mediates the relationship between supervisors’ ethical leadership and organizational environmental citizenship behavior. Importantly, the multi-group analysis revealed that gender moderates the indirect relationship (via green psychological climate) between supervisors’ ethical leadership and organizational environmental citizenship behavior. The study carries useful practical implications for policymakers and managers concerned about environmental sustainability. (shrink)

Possibilities of applying the management theory in various human communities are analysed in this article. The management theory was developed as an instrument of increasing the effectiveness and efficiency of industrial enterprises. Many useful dependencies were identified and rules created for the rational division of common work and the purposeful coordination of these divided work pieces allotted for participants of the common work process. The author’s position is that many elements of the man­agement theory can (...) be successfully applied in every human community because in each of them some common work is conducted. The main condition, enabling to use all instruments of the management theory, is the existence of the main common goal, called mission, expressed in terms of meeting needs of consumers of community’s common work product. Such formulations of the mission of a family, a state, a political party and trade unions are suggested in this article. (shrink)

Employee participation is essential to organizations’ corporate social responsibility (CSR)-related environmental initiatives (EIs). Employees’ attitudes to participating in pro-environmental behaviors are addressed in workplace literature drawing upon the theory of planned behavior. However, antecedents to employees’ attitude formation, including perceptions of the costs and benefits of participating in EIs, have not been adequately researched. Greater understanding of EI attitude formation can support efforts to foster EI participation. This study explores employees’ perceptions of EI costs and benefits to employees personally, (...) to their organization, and to society by applying goal framing theory. A sample of 120 survey participants described 150 initiatives and identified personal, organizational, and societal costs and benefits of the EIs. Cost and benefit categories are presented along with a taxonomy and themes. The findings of this study provide a reference point for researchers and managers in understanding how employees view EIs and how employees might be encouraged to participate. (shrink)

Stage models are becoming increasingly popular in explaining change from current behavior to more environmentally friendly alternatives. We review empirical applications of a recently introduced model, the stage model of self-regulated behavioral change (SSBC). In the SSBC, change toward pro-environmental behavior takes place in four, qualitatively different stages (predecisional, preactional, actional, and postactional) which are each influenced by constructs taken from theories previously established to describe and predict pro-environmental behavior. We performed a systematic literature search to retrieve peer-reviewed SSBC-based studies. (...) The review includes 10 studies published between 2013 and 2018, six of which employed a cross-sectional, three an interventional and one a correlational longitudinal design. The cross-sectional and longitudinal studies generally support the model, although there are some irregularities that warrant further investigation. The interventional studies found stage-tailored informational measures to be more effective than non-stage-tailored measures in promoting stage progression and behavioral change. Furthermore, we identified several challenges that researchers may face when applying the SSBC. These include whether and how to analyze multiple behavioral alternatives; how to address the challenge of measuring a comprehensive model while keeping questionnaire length manageable; selecting and defining the role of model constructs in a behavioral context while keeping results comparable; and establishing a validated and reliable tool to diagnose a person’s stage of change. Based on these insights, we develop recommendations for researchers designing SSBC studies, in order to support a founded and efficient advancement of the theory which will then serve both researchers and practitioners aiming to promote pro-environmental behavior. (shrink)

This paper employs theory of normal organizational wrongdoing and investigates the joint effects of management tone and the slippery slope on financial reporting misbehavior. In Study 1, we investigate assumptions about the effects of sliding down the slippery slope and tone at the top on financial executives’ decisions to misreport earnings. Results of Study 1 indicate that executives are willing to engage in misreporting behavior when there is a positive tone set by the Chief Financial Officer, regardless of (...) the presence or absence of a slippery slope. A negative tone set by the CFO does not facilitate the transition from minor indiscretions to financial misreporting. In Study 2, we find that auditors evaluating executives’ decisions under the same conditions as those in Study 1 do not react to the slippery slope condition, but auditors assess higher risks of fraud when the CFO sets a negative tone. Overall, our results indicate that many assumptions about the slippery slope and tone at the top should be questioned. We provide evidence that pro-organizational behaviors and incrementalism yield new insights into the causes of ethical failures, financial misreporting behavior, and failures of corporate governance mechanisms. (shrink)

Since the outbreak of the Coronavirus disease 2019 (Covid-19), tremendous efforts have been made by scientists, health professionals, business people, politicians, and laypeople around the world. Covid-19 vaccines are one of the most crucial innovations that help fight against the virus. This paper attempts to revisit the Covid-19 vaccines production process by employing the serendipity-mindsponge-3D creativity management theory. Vaccine production can be considered an information process and classified into three main stages. The first stage involved the processes of (...) absorbing information (e.g., digital data and open science) and rejecting unhelpful information (e.g., misinformation and fake news) for effectively acquiring useful insights. Useful insights were later employed by experts, enterprises, governments, and international organizations through interdisciplinary coordinated efforts for developing vaccines within a short period. Finally, the appearance of multiple types of vaccines enabled more strategic options for vaccine distribution and administration. Findings from this vaccine creativity management process could be used as critical lessons for further improvements of vaccination programs. (shrink)

Behaviorism is consistent with the assumptions of perfect competition, with the homo economicus model, and with a form of ethics that enshrines market-based notions of utility, justice, and rights and encourages rational maximizing. Economics and business courses foster this deficient form of ethics, assuming an overriding desire for money, which, according to MacIntyre and Aristotle, crowds out the associative virtues. These beliefs, often associated with Taylor and Friedman, lead to such practices as incentive compensation, which would be effective only if (...) employees were homines economici and thus rational in the sense of knowing how to satisfy whatever desires they have. Against Davidson’s view that psychology cannot be a natural science, Aristotle believes that there can be a teleological, if not exact, science of behavior. Aristotle believes that emotions and objectives may be rational or irrational. But rationality—phronesis, practical wisdom—is not a matter of applying algorithms. Doris questions whether character generates the first premises of an agent’s practical syllogisms, while Haidt has argued that we often act on emotions rather than on the basis of the reasons that we claim motivate us. Aristotle agrees that many people are not virtuous and that weakness of the will is a common occurrence, and he agrees that emotion drives actions. But if you are virtuous, your emotions and desires support your rationality. Aristotle gives us reason to reject the notion that people are homines economici and to treat them as rational deliberators, in part by creating an appropriate culture. The claim that it is in the nature of human beings to deliberate rationally is in part aspirational, but also in part scientific—in Aristotle’s modest sense. (shrink)