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Josep M. Lozano [16]Josep Maria Lozano [1]
  1. Itziar Castelló & Josep M. Lozano (2011). Searching for New Forms of Legitimacy Through Corporate Responsibility Rhetoric. Journal of Business Ethics 100 (1):11 - 29.
    This article looks into the process of searching for new forms of legitimacy among firms through corporate discourse. Through the analysis of annual sustainability reports, we have determined the existence of three types of rhetoric: (1) strategic (embedded in the scientific-economic paradigm); (2) institutional (based on the fundamental constructs of Corporate Social Responsibility theories); and (3) dialectic (which aims at improving the discursive quality between the corporations and their stakeholders). Each one of these refers to a different form of legitimacy (...)
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  2. Josep F. Mària & Josep M. Lozano (2010). Inclusive Leadership in Nicaragua and the DRC. In Carla Millar & Eve Poole (eds.), Ethical Leadership: Global Challenges and Perspectives. Palgrave Macmillan.
     
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  3. Josep F. Mària & Josep M. Lozano (2010). Responsible Leaders for Inclusive Globalization: Cases in Nicaragua and the Democratic Republic of the Congo. [REVIEW] Journal of Business Ethics 93 (1):93 - 111.
    The current globalization process excludes a significant part of humanity, but organizations can contribute to a more inclusive form by means of dialogue with other organizations to create economic and social value. This article explores the main leadership traits (visions, roles and virtues) necessary for this dialogue. This exploration consists of a comparison between two theoretical approaches and their illustration with two cases. The theoretical approaches compared are Responsible Leadership, a management theory focused on the contribution of business leaders to (...)
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  4. Daniel Arenas, Josep M. Lozano & Laura Albareda (2009). The Role of Ngos in Csr: Mutual Perceptions Among Stakeholders. [REVIEW] Journal of Business Ethics 88 (1):175 - 197.
    This paper explores the role of NGOs in corporate social responsibility (CSR) through an analysis of various stakeholders’ perceptions and of NGOs’ self-perceptions. In the course of qualitative research based in Spain, we found that the perceptions of the role of NGOs fall into four categories: recognition of NGOs as drivers of CSR; concerns about their legitimacy; difficulties in the mutual understanding between NGOs and trade unions; the self-confidence of NGOs as important players in CSR. Each of these categories comprises (...)
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  5. Natàlia Cantó-Milà & Josep M. Lozano (2009). The Spanish Discourse on Corporate Social Responsibility. Journal of Business Ethics 87 (1):157 - 171.
    The discourse on CRS began late in Spain. Its permeation into political institutions also began later than in many Western countries. The Spanish government neither contributed nor reacted to the green paper Corporate social responsibility. A business contribution sustainable development, published by the European Commission in 2002. However, the publication of this document gave the definitive impulse for the start of the Spanish debate on CSR. After this initial impulse, the debate rapidly developed into a consolidated field of discourse. This (...)
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  6. David Murillo & Josep M. Lozano (2009). Pushing Forward Sme Csr Through a Network: An Account From the Catalan Model. Business Ethics 18 (1):7-20.
    This paper presents the results of a Catalan project in which an academic institution acted as a practitioner to promote corporate social responsibility (CSR) in small and medium-sized enterprises (SMEs). The project involved the establishment of a working network with intermediate organisations and the creation of specific tools for the purpose. The paper is set up as a case study, emphasising inclusion, representativity and legitimacy as key elements for the successful construction of a network to promote CSR in SMEs. It (...)
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  7. Marc Vilanova, Josep Maria Lozano & Daniel Arenas (2009). Exploring the Nature of the Relationship Between CSR and Competitiveness. Journal of Business Ethics 87 (1):57 - 69.
    This paper explores the nature of the relationship between corporate social responsibility (CSR) and competitiveness. We start with the commonly held view that firm competitiveness is defined by the market. That is, the question of what are the critical competitiveness factors is answered by looking at how companies and financial analysts describe and evaluate a firm. To analyze this, we review the current state of the art on the relationship between CSR and competitiveness. Second, CSR criteria used by financial analysts (...)
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  8. Laura Albareda, Josep M. Lozano, Antonio Tencati, Atle Midttun & Francesco Perrini (2008). The Changing Role of Governments in Corporate Social Responsibility: Drivers and Responses. Business Ethics 17 (4):347-363.
    The aim of this article is to contribute to understanding the changing role of government in promoting corporate social responsibility (CSR). Over the last decade, governments have joined other stakeholders in assuming a relevant role as drivers of CSR, working together with intergovernmental organizations and recognizing that public policies are key in encouraging a greater sense of CSR. This paper focuses on the analysis of the new strategies adopted by governments in order to promote, and encourage businesses to adopt, CSR (...)
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  9. Laura Albareda, Josep M. Lozano & Tamyko Ysa (2007). Public Policies on Corporate Social Responsibility: The Role of Governments in Europe. [REVIEW] Journal of Business Ethics 74 (4):391 - 407.
    Over the last decade, Corporate Social Responsibility (CSR) has been defined first as a concept whereby companies decide voluntarily to contribute to a better society and cleaner environment and, second, as a process by which companies manage their relationship␣with stakeholders (European Commission, 2001. Nowadays, CSR has become a priority issue on governments’ agendas. This has changed governments’ capacity to act and impact on social and environmental issues in their relationship with companies, but has also affected the framework in which CSR (...)
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  10. Daniel Arenas, Josep M. Lozano & Laura Albareda (2007). Behind CSR. Proceedings of the International Association for Business and Society 18:419-424.
    This paper argues for the existence of two levels of stakeholder dialogue: a micro and a macro level. The first is the one companies have with their own stakeholder groups, the second is a broader social debate among different agents about the role of business in society. The paper argues why the macro level matters for CSR and why it can be called a dialogue. It also underlines the importance of mutual perceptions in the macro-dialogue. For this purpose we present (...)
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  11. Josep M. Lozano, Laura Albareda & M. Rosario Balaguer (2006). Socially Responsible Investment in the Spanish Financial Market. Journal of Business Ethics 69 (3):305 - 316.
    This paper reviews the development of socially responsible investment (SRI) in the Spanish financial market. The year, 1997 saw the appearance in Spain of the first SRI mutual fund, but it was not until late 1999, that major Spanish fund managers offered SRI mutual funds on the retail market. The development of SRI in the Spanish financial market has not experienced the high levels of development seen in other European countries, such as France or Italy, where interest in SRI began (...)
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  12. David Murillo & Josep M. Lozano (2006). SMEs and CSR: An Approach to CSR in Their Own Words. [REVIEW] Journal of Business Ethics 67 (3):227 - 240.
    The academic literature reveals the need to undertake more in-depth field studies in order to discover the organisational culture, the difficulties and the perceptions surrounding CSR in SMEs. This study presents the results of analysis of four case studies on Catalan companies that stand out for their social and environmental practices. The conclusions of this paper are the result of dialogue with the main actors – four medium-sized companies – focusing on their actions, understandings and resistance with regard to CSR. (...)
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  13. Josep M. Lozano (2003). An Approach to Organizational Ethics. Ethical Perspectives 10 (1):46-65.
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  14. Josep M. Lozano, Conxita Folguera & Daniel Arenas (2003). Setting the Context: The Role Information Technology in a Business Ethics Course Based on Face-to-Face Dialogue. [REVIEW] Journal of Business Ethics 48 (1):99 - 111.
    Based on the experience of a course taught by the authors, this paper seeks to show that an adequate use of IT in the teaching of a Business Etchics (BE) course depends on clarifying the assumptions about ethics and the place of the course within a programme. For this purpose it explains how IT can be used to strengthen a view of BE based on dialogue and mutual learning and it encourages the combination between virtual and face-to-face teaching. Finally, the (...)
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  15. Josep M. Lozano & Alfons Sauquet (1999). Integrating Business and Ethical Values Through Practitioner Dialogue. Journal of Business Ethics 22 (3):203 - 217.
    In practice, the relationship between business and ethics is not well-settled. In the past, organisations have developed an interest in setting value charts but this has been approached from a purely managerial perspective following the momentum and interest aroused by research on organisational cultures. Although interest in managing organisational cultures has slowly died down, for both theoretical and practical reasons we argue that there are feasible ways to explore values as part of an organisational culture. Indeed it is our claim (...)
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  16. Josep M. Lozano (1998). Ethics and Corporate Culture. Ethical Perspectives 5 (1):53-70.
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  17. Josep M. Lozano (1996). Ethics and Management: A Controversial Issue. [REVIEW] Journal of Business Ethics 15 (2):227 - 236.
    This paper is a part of a broader research project which aims to examine how ethical paradigms are related to theories of organization and management. Using an analysis of various studies on the issue of Business Ethics as its point of departure the paper points out that there are two converging lines of thought. The first emphasizes that management should be reexamined in the light of the cultural changes taking place and maintains that management is a key factor in this (...)
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