Journal of Business Ethics 90 (4):503 - 521 (2009)
Abstract |
Non-governmental organizations (NGOs) and pressure groups have taken up the mission of counterbalancing the huge power of the multinational corporations. Curiously, while most NGOs have a sincere ethical background and a genuine ethical motivation, the way some activist groups and NGOs themselves act does not always live up to the principles they advocate. Research using a multiple case study methodology is used to provide an illustration of various questionable practices followed by pressure groups revealing a range of tactics. The concerns, the objectives and the legitimacy of NGOs and activist groups will be discussed, along with their strategies and tactics. A framework will be developed as a basis for analysing the ethical aspects of the various NGO actions. The analysis of the cases will reveal some worrisome inconsistencies between the demands and the practices of NGOs and activist groups. Should not the means employed by activists and NGOs be consistent with their own espoused or implied values? As power gives responsibility, NGOs should be seen as having corporate stakeholder responsibility.
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Keywords | MODELS STAKEHOLDER INFLUENCE STRATEGIES LEGITIMACY CSR BUSINESS ORGANIZATIONS CORPORATE SOCIAL-RESPONSIBILITY DIALOGUE |
Categories | (categorize this paper) |
DOI | 10.1007/s10551-009-0056-6 |
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References found in this work BETA
Stakeholder Theory and A Principle of Fairness.Robert A. Phillips - 1997 - Business Ethics Quarterly 7 (1):51-66.
Corporate Social Responsibility (CSR): Models and Theories in Stakeholder Dialogue.Linda O’Riordan & Jenny Fairbrass - 2008 - Journal of Business Ethics 83 (4):745-758.
Non-Governmental Organizations, Shareholder Activism, and Socially Responsible Investments: Ethical, Strategic, and Governance Implications. [REVIEW]Terrence Guay, Jonathan P. Doh & Graham Sinclair - 2004 - Journal of Business Ethics 52 (1):125-139.
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Citations of this work BETA
The Human Experience of Ethics: A Review of a Decade of Qualitative Ethical Decision‐Making Research. [REVIEW]Kevin Lehnert, Jana Craft, Nitish Singh & Yung‐Hwal Park - 2016 - Business Ethics: A European Review 25 (4):498-537.
Stakeholder Management, Reciprocity and Stakeholder Responsibility.Yves Fassin - 2012 - Journal of Business Ethics 109 (1):83-96.
The Italian Economia Aziendale and Catholic Social Teaching: How to Apply the Common Good Principle at the Managerial Level. [REVIEW]Ericka Costa & Tommaso Ramus - 2012 - Journal of Business Ethics 106 (1):103-116.
Dialogism in Corporate Social Responsibility Communications: Conceptualising Verbal Interaction Between Organisations and Their Audiences. [REVIEW]Niamh M. Brennan, Doris M. Merkl-Davies & Annika Beelitz - 2013 - Journal of Business Ethics 115 (4):665-679.
Dominant Articulations in Academic Business and Society Discourse on NGO–Business Relations: A Critical Assessment. [REVIEW]Salla Laasonen, Martin Fougère & Arno Kourula - 2012 - Journal of Business Ethics 109 (4):521-545.
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