In this contribution we will briefly discuss the shareholders' need for social, ethical and environmental information and the efforts of corporations to address this need. Looking at three cases, we will raise some doubt with regard to the adequacy of corporate SEE reporting to meet the needs of shareholders. We will discuss the following three cases: BP's investments in Azerbaijan, Nike's management of its labour conditions, of child labour and security issues, and Monsanto's production of genetically modified seeds.

Business and love appear to have little to do with each other. We hold the opposite to be true if the concept of love in business draws from two corresponding grammars. This paper contributes to the ‘agenda for growth and affirmation of people and the environment’ in business. By focusing on the grammars of love and business we operationalize the concept of love in ways that business executives, managers and employees can understand, adopt, and implement. With references to the theory (...) and practice of management and organizations, we aim to contribute to expanding the theory and practice of responsible organizations and their leaders caring for others. (shrink)

The concepts of love and business do not seem to match very well, despite attempts to operationalize love as agape or neighborly love. In line with the emerging literature, this contribution uses a profane and analytical approach to agape as an ‘Agenda for Growth and Affirmation of People and the Environment’. Within this agenda we define agape as ‘the commitment to the well-being and flourishing of others’ and operationalized it to measure the concept in a substantial sample of 420 medium-sized (...) and large companies in The Netherlands. At the core of the research lies the question whether and to what extent companies, represented by senior managers and members of the works council, are committed to the well-being of their employees. This article analyses the concept of agape and its application in a business context and presents the results of a survey. The results show that, on average, respondents report that their organization is committed to employees’ well-being in line with the organization’s values. Though not the aim of agape, since organizations that apply the concept reap tangible business benefits from it, the concept becomes suitable to a wider range of businesses. (shrink)

Responsible Investing is on the rise. In ten years time, what started as an ideologically motivated practice by often religiously inspired investors has become amainstream activity. Through the Principles for Responsible Investing a large group of institutional investors representing tens of trillions of dollars have become involved in and transformed the practice. A major change refers to a change in definition and the disappearance of ethics, which was replaced by a focus on governance. However, society is not taking unethical investments (...) practices lightly. It increasingly confronts investors with potential (ethical) consequences of the investments and calls for impact measurement: what is the social, ethical and environmental impact of the investments? (shrink)

In his article ‘Better Communication Between Engineers and Managers: Some Ways to Prevent Many Ethically Hard Choices’1 Michael Davis analyzes the causes of the disaster in terms of a communications gap between management and engineers. When the communication between (representatives of) both groups breaks down, the organization is in (moral) trouble. Crucial information gets stuck somewhere in the organization prohibiting a careful discussion and weighing of all (moral) arguments. The resulting judgment has therefore little (moral) quality. In this paper I (...) would like to comment on some of Michael Davis’s interesting and thought-provoking insights and ideas. A company which implements Davis’s recommendations at least shows some sensitivity to organizational moral issues. But it might miss the point that moral trouble can also result from a common understanding between managers and engineers. Organizational members sometimes tend to be myopic with regard to safety issues. This paper: 1. describes different meanings of safety Managers and engineers, as Davis mentions, are sometimes willing to compromise quality, but do sacrifice safety. It is my contention that safety—in the sense of putting people’s lives on the line—will always be compromised, and that the discussion is about the ways to negotiate the risks./li 2. focuses on a shared understanding of the situation and its implications for safety Using examples from a case study I did on behalf of a commercial airline,2 I will try to show that it is not always the communications gap between managers and engineers which poses a risk to the stakeholders involved, but a common understanding of the situation. 3. focuses on a ‘timely concatenation of both active and latent failures’ as a cause for accidents I will argue that—in spite of our efforts to strengthen ethical consciousness and organizational practices—there will always be accidents. They are part of the human condition, since we cannot completely control the complexity of the situations in which they occur. One can, however, make them less costly. (shrink)

Humanistic management emphasises the importance of respecting humanity in and through meaningful work within organisations. In this paper we introduce a Levinasian approach to organising. Levinas argues that the Other appeals to us and allows us to take responsibility towards the Other – i.c. an employee, a customer, a supplier, etcetera. In this article our focus is on employees. By taking the Other as a starting point of his reflections, Levinas helps to transform the organisation and management of work and (...) humans in business organisations. Based on the concept of alterity and becoming susceptible to the appeal that comes to us through what Levinas refers to as the ‘face of the Other’, we argue that the philosopher calls for ‘an agapeic turn’ to management and organisation. This turn means that the focus on the well-being of the employee – and the needs, interests, ideas, and expectations as perceived by him or her – should be at the core of organising. As a result, this paper calls for an increased focus on self-determination and self-organisation to allow the Other both voice and control over her or his behaviour, actions and contributions to the outputs and outcomes of one’s organisational unit. Through our focus on a Levinas approach, we concretize and deepen the traditional understanding of agape, making it more relevant to our functioning in a business setting. As a result, agape is introduced as an analytical concept that guides the structuring and the effectuation of human interaction in and through organisations. (shrink)

Trust is an important phenomenon to reduce organisational complexity and uncertainty. In the literature many types of trust are distinguished. An important framework to understand the variety and development of trust in organisations is provided by Zucker. She distinguishes three types of trust: process-based trust.

This article summarizes the development of the stakeholder concept in the last decade. The academic debate has been dominated over the last ten years by the managerial version of the stakeholder concept. The case of Shell in Ogoniland is elaborated to demonstrate that the managerial version does not pay sufficient respect to other interpretations of the concept. The article criticizes this dominant interpretation and argues for the need of an ongoing — academic and practical — debate on organizing and ethics. (...) An ongoing "organizational stakeholder debate" is required. Social and ethical accounting, auditing, and reporting can be seen as one way to operationalize this notion of the "organizational debate", if it addresses the creation and diversity of moral meaning in the context of organizations. (shrink)