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André Nijhof [9]André H. J. Nijhof [4]
  1.  47
    Measuring the Implementation of Codes of Conduct. An Assessment Method Based on a Process Approach of the Responsible Organisation.André Nijhof, Stephan Cludts, Olaf Fisscher & Albertus Laan - 2003 - Journal of Business Ethics 45 (1-2):65 - 78.
    More and more organisations formulate a code of conduct in order to stimulate responsible behaviour among their members. Much time and energy is usually spent fixing the content of the code but many organisations get stuck in the challenge of implementing and maintaining the code. The code then turns into nothing else than the notorious "paper in the drawer", without achieving its aims. The challenge of implementation is to utilize the dynamics which have emerged from the formulation of the code. (...)
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  2.  50
    An ABC-Analysis of Ethical Organizational Behavior.André H. J. Nijhof & Marius M. Rietdijk - 1999 - Journal of Business Ethics 20 (1):39 - 50.
    The Antecedent-Behavior-Consequence (ABC)-analysis is a tool for analyzing behavior and stems from the field of psychology where it is used as a tool for the understanding of behavior in general and organizational behavior in particular. In this paper the ABC-analysis is implemented as a tool to understand why people behave ethically in organizations, through the identification of key environmental factors that cause such behavior. This analysis can be the first step to recognizing the complexity of circumstances determining ethical behavior, as (...)
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  3.  23
    Editorial: A Sensemaking Perspective on Corporate Social Responsibility: Introduction to the Special Issue.André Nijhof & Ronald Jeurissen - 2006 - Business Ethics, the Environment and Responsibility 15 (4):316–322.
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  4.  36
    The Myth of Self-Managing Teams: A Reflection on the Allocation of Responsibilities Between Individuals, Teams and the Organisation. [REVIEW]Jan de Leede, André H. J. Nijhof & Olaf A. M. Fisscher - 1999 - Journal of Business Ethics 21 (2-3):203-215.
    Concepts that include the participation and empowerment of workers are becoming increasingly important nowadays. In many of these concepts, the formal responsibility is delegated to teams. Does this imply that the normative responsibility for the actions of teams is also delegated? In this article we will reflect on the difference between holding a person accountable and bearing responsibility. A framework is elaborated in order to analyse the accountability and responsibility of teams. In this framework, the emergence of a collective mind, (...)
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  5.  20
    Stretching the Frontiers: Exploring the Relationships Between Entrepreneurship and Ethics.Olaf Fisscher, David Frenkel, Yotam Lurie & Andre Nijhof - 2005 - Journal of Business Ethics 60 (3):207-209.
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  6.  30
    Dynamics in Responsible Behaviour in Search of Mechanisms for Coping with Responsibility.Olaf Fisscher, André Nijhof & Herman Steensma - 2003 - Journal of Business Ethics 44 (2-3):209 - 224.
    In this article the authors focus on the emergence, or disappearance, of notions of responsibility in social dynamic processes. Hence, the starting point in this article is concrete behavior within organisational settings. This article presents a systematic overview of mechanisms related to acting upon a sense of moral responsibility. Some of these mechanisms are based on individual characteristics, others are embedded in the social context wherein responsible behaviour emerges or disappears. In this article, various mechanisms are identified and labelled in (...)
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  7.  10
    Editorial: A Sensemaking Perspective on Corporate Social Responsibility: Introduction to the Special Issue.André Nijhof & Ronald Jeurissen - 2006 - Business Ethics: A European Review 15 (4):316-322.
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  8.  36
    From Responsible Management to Responsible Organizations: The Democratic Principle for Managing Organizational Ethics.Maarten J. Verkerk, Jan De Leede & Andre H. J. Nijhof - 2001 - Business and Society Review 106 (4):353-378.
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  9.  13
    Leadership and the Creation of Corporate Social Responsibility: An Introduction to the Special Issue.Melanie De Ruiter, Jaap Schaveling, Joanne B. Ciulla & André Nijhof - 2018 - Journal of Business Ethics 151 (4):871-874.
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  10.  21
    Coercion, Guidance and Mercifulness: The Different Influences of Ethics Programs on Decision-Making. [REVIEW]André Nijhof, Olaf Fisscher & Jan Kees Looise - 2000 - Journal of Business Ethics 27 (1-2):33 - 42.
    The development of an ethics program is a method frequently used for organising responsible behaviour within organisations. For such a program, certain preconditions have to be created in the structure, culture and strategy. In this organisational context, managers have to take their decisions in a responsible way. This process of decision-making, embedded in an ethics program, is the main focus of this article. Ethics programs often influence decision-making in a formal way; certain norms and types of behaviour are formalised and (...)
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  11. Special Issue On: Entrepreneurship and Ethics.Olaf Fisscher, David Frenkel, Yotam Lurie & Andre Nijhof - 2005 - Journal of Business Ethics 60:423À424.
     
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  12.  23
    Professional and Institutional Morality: Building Ethics Programmes on the Dual Loyalty of Academic Professionals.Andre Nijhof, Celeste Wilderom & Marlies Oost - 2012 - Ethics and Education 7 (1):91 - 109.
    Most professionals have the arduous task of managing their own dual loyalty: in one contextual relationship, they are members of a profession while simultaneously they are employed as members of a locally established organisation. This sense of a dual loyalty has to be taken into account when professional bureaucracies develop ethics programmes. This article focuses on universities. Accounting for the dual loyalty of academic professionals, it is the objective of the study to contribute to the most appropriate ethics programmes in (...)
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  13.  16
    From Responsible Management to Responsible Organizations; the Democratic Principle for Managing Organizational Ethics.Maarten J. Verkerk, Jan Leede & André H. J. Nijhof - 2001 - Business and Society Review 4 (106):353-379.
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