Online research in philosophy

Online teaching is consistent with the educational tradition of extension and distance learning, but its recent expansion creates new issues, especially in teaching business ethics/business and society. Students, professors, and especially administrators benefit greatly from some aspects of online learning. Online learning has such advantages over the traditional classroom in logistical flexibility and cost efficiency that decision-making may become overly pragmatic. There are special challenges in teaching business ethics/business and society online, as the subject matter requires nuanced judgment rather than (...) right-or-wrong answers. (shrink)

Business legitimacy is important for any business, especially in times of economic downturn and increased media attention on corporate scandals. However,legitimacy is a quality that comes from society itself, sometimes influenced by the actions or image of the firm, but also rooted in the basic cultural values of the population. This study takes “legitimacy gap” as its dependent variable, defining it as the difference between expected and observed levels of social and environmental performance for both publicly-traded and family-owned business. The (...) study was conducted with a random sample using mailed surveys, and was oriented towards the forest products sector. Results indicate that family-owned businesses have lower legitimacy gaps (therefore, higher legitimacy) than publicly-traded companies, especially when the latter are considered very profitable. These findings were especially strong for women and for respondentswith a high social responsibility (SRO) orientation. (shrink)

This study tests the relationship between demographic and psychological variables, particularly positive psychology, and investor preferences. Of thedemographics variables, only gender was related to investor preferences, with women expressing a longer time horizon than men. However, the positive psychology variables of hope and novelty orientation were strongly related to risk tolerance, time horizon, and estate intentions.

This paper presents a comparison of two management models. The first is a prominent Chinese model used in management and encouraged by both traditional cultural practices and modern political statements, often using the term “harmonious relationships.” The second is the stakeholder management model, familiar to most Western management scholars.

Research on positive psychology demonstrates that specific individual dispositions are associated with more desirable outcomes. The relationship of positive psychological constructs, however, has not been applied to the areas of business ethics and social responsibility. Using four constructs in two independent studies (hope and gratitude in Study 1, spirituality and generativity in Study 2), the relationship of these constructs to sensitivity to corporate social performance (CSCSP) were assessed. Results indicate that all four constructs significantly predicted CSCSP, though only hope and (...) gratitude interacted to impact CSCSP. Discussion focuses upon these findings, limitations of the study, and future avenues for research. (shrink)

Stakeholder theory provides a framework for investigating the relationship between corporate social performance (CSP) and corporate financial performance. This relationship is investigated by examining how change in CSP is related to change in financial accounting measures. The findings provide some support for a tenet in stakeholder theory which asserts that the dominant stakeholder group, shareholders, financially benefit when management meets the demands of multiple stakeholders. Specifically, change in CSP was positively associated with growth in sales for the current and subsequent (...) year. This indicates that there are short-term benefits from improving CSP. Return on sales was significantly positively related to change in CSP for the third financial period, indicating that long-term financial benefits may exist when CSP is improved. (shrink)

The ideal of corporate social responsibility as a management orientation and as a field of study in business schools was given support by John D. Rockefeller 3rd (JDR 3). He attempted to promote this concept in the Committee on Economic Development and in certain business schools. This attempt was not very effective in academe, due partly to a lack of understanding about how universities function. As a result, an adequate academic infrastructure was slow to develop.

This article discusses the development and application of various types of corporate social monitoring systems. Boycotts are a relatively simple form of social monitoring system which aim to produce changes in corporate social behavior. Boycotts may be organized by a single group, or by a number of groups simultaneously. Rating systems may be organized around a single issue, such as the Sullivan Principles rating scheme, or may include multiple companies and multiple issues, such as shopping guides or ethical investment systems.Monitoring (...) systems may be unidimensional or multidimensional, qualitative or quantitative, and absolute or relative. Consumers and investors appear to be the groups most likely to be targeted in these schemes. The importance of these monitoring systems appears to be increasing as both consumers and investors become more interested in using social criteria in decision-making. (shrink)

Corporate social monitoring has reached its most systematic form and has had the most practical impact with regard to companies doing business in South Africa. The Sullivan Principles have guided the monitoring system for U.S. companies, of which about 166 remain in South Africa and about 140 have withdrawn. However, corporate social monitoring in South Africa is currently subject to certain tensions. The Rev. Sullivan has called for the withdrawal of U.S. companies, and has himself withdrawn from the monitoring effort.This (...) paper discusses the economic climate for U.S. business in South Africa both historically and currently, the conflicting pressures experienced by U.S. companies remaining there, and the effectiveness of strategies aimed to create pressure for companies to withdraw, including divestment resolutions, purchasing restrictions, and sanctions. (shrink)

This paper discusses the economic impact and political consequences of ethical investing, with particular attention to the case of South Africa. The origins of ethical investing are examined, along with the institutions and strategies by which ethical investing operates today. Of immediate relevance to managers is a recent judicial decision upholding Baltimore's divestment ordinance. The discussion concludes with an assessment of the likely consequences of ethical investing for U.S. multinationals in Southern Africa.