Abstract
Issues management (IM) is becoming widely accepted in the business-and-society literature as a policy tool to enhance the social performance of corporations. Its acceptance is based on the presumption that firms have incorporated ethical norms into their decision-making process. This paper argues that IM is simply a technique to identify, analyze, and respond to social issues. It can be used either to improve or forestall corporate social performance. Different values will steer IM practitioners in different policy directions.
If IM is to be more than a “social gadget,” designed to promote the firm's narrow economic objectives, it must be self-consciously grounded in ethics. Stakeholder analysis and the comprehensive corporate ethic are concepts that can help forge links between ethics and the administrative process, between values and decision-making in IM.
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Jeanne M. Logsdon is Assistant Professor of Management at Santa Clara University. She received a Ph. D. in Business and Public Policy from the University of California, Berkeley in 1983. Her dissertation received the Best Dissertation Award from the Social Issues in Management Division of the Academy of Management. A brief summary of her dissertation, ‘Organizational Responses to Environmental Issues: Oil Refining Companies and Air Pollution’, appears in Research in Corporate Social Performance and Policy, vol. 7.
David R. Palmer is Assistant Professor of Management at Santa Clara University where he teaches courses in Business Policy and Business and Public Policy. He holds an MBA from the Harvard Graduate School of Business Administration and a Ph.D. in Business and Public Policy from the University of California, Berkeley.
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Logsdon, J.M., Palmer, D.R. Issues management and ethics. J Bus Ethics 7, 191–198 (1988). https://doi.org/10.1007/BF00381867
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DOI: https://doi.org/10.1007/BF00381867