Journal of Business Ethics 27 (1-2):21 - 31 (2000)
AbstractIncreasingly research in the field of business and society suggests that ethics and corporate social responsibility can be profitable. Yet this work raises a troubling question: Is it ethical to use ethics and social responsibility in a strategic way? Is it possible to be ethical or socially responsible for the wrong reason? In this article, we define a strategy concept in order to situate the different approaches to the strategic use of ethics and social responsibility found in the current literature. We then analyze the ethics of such approaches using both utilitarianism and deontology and end by defining limits to the strategic use of ethics.
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References found in this work
Utilitarianism: For and Against.J. J. C. Smart & Bernard Williams - 1973 - Cambridge: Cambridge University Press.
Citations of this work
A Study of Management Perceptions of the Impact of Corporate Social Responsibility on Organisational Performance in Emerging Economies: The Case of Dubai.Belaid Rettab, Anis Ben Brik & Kamel Mellahi - 2009 - Journal of Business Ethics 89 (3):371-390.
Prosociality in Business: A Human Empowerment Framework.Steven A. Brieger, Siri A. Terjesen, Diana M. Hechavarría & Christian Welzel - 2019 - Journal of Business Ethics 159 (2):361-380.
Responsible Management, Incentive Systems, and Productivity.Ivan Hilliard - 2013 - Journal of Business Ethics 118 (2):365-377.
A Comparison of Canadian and U.S. CSR Strategic Alliances, CSR Reporting, and CSR Performance: Insights Into Implicit–Explicit CSR.Linda Thorne, Lois S. Mahoney, Kristen Gregory & Susan Convery - 2017 - Journal of Business Ethics 143 (1):85-98.
“Managing” Corporate Community Involvement.Judith M. van der Voort, Katherina Glac & Lucas C. P. M. Meijs - 2009 - Journal of Business Ethics 90 (3):311-329.
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