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  1. Responsible Practices in the Wild: An Actor-Network Perspective on Mobile Apps in Learning as Translation.Oliver Laasch, Dirk C. Moosmayer & Frithjof Arp - 2020 - Journal of Business Ethics 161 (2):253-277.
    Competence to enact responsible practices, such as recycling waste or boycotting irresponsible companies, is core to learning for responsibility. We explore the role of apps in learning such responsible practices ‘in the wild,’ outside formal educational environments over a 3-week period. Learners maintained a daily diary in which they reflected on their learning of responsible practices with apps. Through a thematic analysis of 557 app mentions in the diaries, we identified five types of app-agency: cognitive, action, interpersonal, personal development, and (...)
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  • From Jensen to Jensen: Mechanistic Management Education or Humanistic Management Learning?Claus Dierksmeier - 2020 - Journal of Business Ethics 166 (1):73-87.
    Michael Jensen made a name for himself in the 1970s–1990 s with his ‘agency theory’ and its application to questions of corporate governance and economic policy. The effects of his theory were acutely felt in the pedagogics of business studies, as Jensen lent his authority to combat all attempts to integrate social considerations and moral values into business education. Lately, however, Michael Jensen has come to defend quite a different approach, promoting an ‘integrity theory’ of management learning. Jensen now rather (...)
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  • Managerial Efficiency, Corporate Social Performance, and Corporate Financial Performance.Seong Y. Cho & Cheol Lee - 2019 - Journal of Business Ethics 158 (2):467-486.
    Managers face an ethical dilemma in the allocation of scarce resources to corporate social responsibility because the underlying managerial incentives behind such CSR spending can range from pure altruism to complete financial orientation. Despite the importance of the managerial role in implementing CSR, prior studies generally have treated the role of managers as an exogenous factor. This study builds on recent studies on the managerial characteristics in studies on CSR by examining how managerial efficiency influences the outcomes of CSR. Using (...)
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  • Unraveling the Competence Development of Corporate Social Responsibility Leaders: The Importance of Peer Learning, Learning Goal Orientation, and Learning Climate.E. R. Osagie, R. Wesselink, P. Runhaar & M. Mulder - 2018 - Journal of Business Ethics 151 (4):891-906.
    The implementation of corporate social responsibility objectives within companies is often managed by a CSR leader or a small team of CSR leaders. The effectiveness of these CSR leaders depends to a large extent on their competencies. Previous studies have identified the competencies these professionals need, yet it remains unclear how these competencies can be developed. Therefore, the aim of this survey study was to reveal how CSR leaders develop their competencies and to explore which learning activities CSR leaders engage (...)
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