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  1. Jawad Syed & Harry J. Van Buren (forthcoming). Global Business Norms and Islamic Views of Women's Employment in Advance. Business Ethics Quarterly.
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  2. Kathryn J. L. Jacobson, Jacqueline N. Hood & Harry J. Van Buren (2014). Beyond (But Including) the CEO: Diffusing Corporate Social Responsibility Throughout the Organization Through Social Networks. Business and Society Review 119 (3):337-358.
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  3. Cynthia E. Clark & Harry J. Van Buren (2013). Compound Conflicts of Interest in the US Proxy System. Journal of Business Ethics 116 (2):355-371.
    The current proxy voting system in the United States has become the subject of considerable controversy. Because institutional investment managers have the authority to vote their clients’ proxies, they have a fiduciary obligation to those clients. Frequently, in an attempt to fulfill that obligation, these institutional investors employ proxy advisory services to manage the thousands of votes they must cast. However, many proxy advisory services have conflicts of interest that inhibit their utility to those seeking to discharge their fiduciary duties. (...)
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  4. Caddie Putnam Rankin & Harry J. Van Buren (2013). The Professionalization Continuum. Proceedings of the International Association for Business and Society 24:59-69.
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  5. Harry J. Van Buren & Michelle Greenwood (2013). Ethics and HRM Education. Journal of Academic Ethics 11 (1):1-15.
    Human resource management (HRM) education has tended to focus on specific functions and tasks within organizations, such as compensation, staffing, and evaluation. This task orientation within HRM education fails to account for the bigger questions facing human resource management and employment relationships, questions which address the roles and responsibilities of the HR function and HR practitioners. An educational focus on HRM that does not explicitly address larger ethical questions fails to equip students to address stakeholder concerns about how employees are (...)
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  6. Jeanne M. Logsdon & Harry J. Van Buren (2009). Beyond the Proxy Vote: Dialogues Between Shareholder Activists and Corporations. Journal of Business Ethics 87:353 - 365.
    The popular view of shareholder activism focuses on shareholder resolutions and the shareholder vote via proxy statements at the annual meeting, which is treated as a "David vs. Goliath" showdown between the small group of socially responsible investors and the powerful corporation. This article goes beyond the popular view to examine where the real action typically occurs-in the Dialogue process where corporations and shareholder activist groups mutually agree to ongoing communications to deal with a serious social issue. Use of the (...)
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  7. Harry J. Van Buren (2008). Fairness and the Main Management Theories of the Twentieth Century: A Historical Review, 1900–1965. Journal of Business Ethics 82 (3):633-644.
    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 (...)
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  8. Harry J. Van Buren & Michelle Greenwood (2008). Enhancing Employee Voice: Are Voluntary Employer–Employee Partnerships Enough? Journal of Business Ethics 81 (1):209-221.
    One of the essential ethical issues in the employment relationship is the loss of employee voice. Many of the ways employees have previously exercised voice in the employment relationship have been rendered less effective by (1) the changing nature of work, (2) employer preferences for flexibility that often work to the disadvantage of employees, and (3) changes in public policy and institutional systems that have failed to protect workers. We will begin with a discussion of how work has changed in (...)
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  9. Harry J. van Buren (2007). Speaking Truth to Power: Religious Institutions as Both Dissident Organizational Stakeholders and Organizational Partners. Business and Society Review 112 (1):55-72.
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  10. Donna J. Wood, Kimberly S. Davenport, Laquita C. Blockson & Harry J. Van Buren (2002). Corporate Involvement in Community Economic Development The Role of US Business Education. Business and Society 41 (2):208-241.
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  11. Harry J. Van Buren (2000). The Bindingness of Social and Psychological Contracts: Toward a Theory of Social Responsibility in Downsizing. Journal of Business Ethics 25 (3).
    Downsizing has become a significant public issue that has not yet been significantly studied by business ethicists. It is proposed that reasonable social and psychological contracts bound the moral free space of managers contemplating downsizing; the degree of constraint is also dependent on the organization's resource munificence. A framework for considering the extent of managerial moral free space and implications thereof for managerial practice are offered.
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  12. Harry J. Van Buren (1999). Acting More Generously Than the Law Requires: The Issue of Employee Layoffs in Halakhah. Journal of Business Ethics 19 (4).
    In this paper, the issue of plant closings is analyzed from the perspective of halakhah (the Written Law of Judaism). Two levels of analysis in halakhah must be differentiated: the legal (enforced by courts) and the moral (not enforced by law, but rather framed in terms of duty to God). There is no legal mandate to keep an unprofitable plant open, but there are a number of moral imprecations (particularly "acting more generously than the law requires") that might influence an (...)
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  13. Harry J. Van Buren (1995). Work and Religious Faith: How People of Faith Relate to Their Employers. International Journal of Value-Based Management 8 (3):279-288.
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