David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 73 (3):319 - 331 (2007)
This paper reports on the results of an experiment conducted with experienced corporate directors. The study findings indicate that directors employ prospective rationality cognition, and they sometimes make decisions that emphasize legal defensibility at the expense of personal ethics and social responsibility. Directors recognize the ethical and social implications of their decisions, but they believe that current corporate law requires them to pursue legal courses of action that maximize shareholder value. The results suggest that additional ethics education will have little influence on the decisions of many business leaders because their decisions are driven by corporate law, rather than personal ethics.
|Keywords||board of director ethics social responsibility|
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Citations of this work BETA
Roman Lanis & Grant Richardson (2015). Is Corporate Social Responsibility Performance Associated with Tax Avoidance? Journal of Business Ethics 127 (2):439-457.
Paul Cox & Patricia Gaya Wicks (2011). Institutional Interest in Corporate Responsibility: Portfolio Evidence and Ethical Explanation. [REVIEW] Journal of Business Ethics 103 (1):143-165.
Kaibin Xu & Wenqing Li (2013). An Ethical Stakeholder Approach to Crisis Communication: A Case Study of Foxconn's 2010 Employee Suicide Crisis. [REVIEW] Journal of Business Ethics 117 (2):371-386.
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