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Kent Walker [8]Kenton B. Walker [2]
  1.  35
    Ethics Versus Outcomes: Managerial Responses to Incentive-Driven and Goal-Induced Employee Behavior.Gary M. Fleischman, Eric N. Johnson, Kenton B. Walker & Sean R. Valentine - 2019 - Journal of Business Ethics 158 (4):951-967.
    Management plays an important role in reinforcing ethics in organizations. To support this aim, managers must use incentive and goal programs in ethical ways. This study examines experimentally the potential ethical costs associated with incentive-driven and goal-induced employee behavior from a managerial perspective. In a quasi-experimental setting, 243 MBA students with significant professional work experience evaluated a hypothetical employee’s ethical behavior under incentive pay systems modeled on a business case. In the role of the employee’s manager, participants evaluated the ethicality (...)
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  2.  39
    Is the Red Dragon Green? An Examination of the Antecedents and Consequences of Environmental Proactivity in China.Kent Walker, Na Ni & Weidong Huo - 2014 - Journal of Business Ethics 125 (1):1-17.
    China is the world’s second largest economy and the largest emitter of carbon dioxide, yet we know little about environmental proactivity in the most populated country in the world. We address this gap through a survey of 161 Chinese companies with two respondents per firm (N = 322), where we seek to identify the antecedents and consequences of environmental proactivity. We identify two categorizations of environmental proactivity: Environmental operational improvements and environmental reporting. We find that ecological motivations and regulatory stakeholder (...)
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  3.  22
    Ethics Versus Outcomes: Managerial Responses to Incentive-Driven and Goal-Induced Employee Behavior.Sean R. Valentine, Kenton B. Walker, Eric N. Johnson & Gary M. Fleischman - 2019 - Journal of Business Ethics 158 (4):951-967.
    Management plays an important role in reinforcing ethics in organizations. To support this aim, managers must use incentive and goal programs in ethical ways. This study examines experimentally the potential ethical costs associated with incentive-driven and goal-induced employee behavior from a managerial perspective. In a quasi-experimental setting, 243 MBA students with significant professional work experience evaluated a hypothetical employee’s ethical behavior under incentive pay systems modeled on a business case. In the role of the employee’s manager, participants evaluated the ethicality (...)
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  4.  13
    Evidence of an Inverted U–Shaped Relationship between Stakeholder Management Performance Variation and Firm Performance.André O. Laplume, Jeffrey S. Harrison, Zhou Zhang, Xin Yu & Kent Walker - 2022 - Business Ethics Quarterly 32 (2):272-298.
    Empirical research is largely supportive of the assertion of instrumental stakeholder theory that a positive relationship exists between “managing for stakeholders” and firm performance. However, despite considerable debate on the subject, the amount of variation across firm investments in stakeholders (stakeholder management performance) has not been adequately investigated. We address this gap using a sample of more than eighteen thousand firm-level observations over ten years. We find evidence to support an inverted U–shaped relationship between variation in stakeholder management performance and (...)
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  5.  24
    The Primary Importance of Corporate Social Responsibility and Ethicality in Corporate Reputation: An Empirical Study.Kent Walker & Bruno Dyck - 2014 - Business and Society Review 119 (1):147-174.
    We examine three assumptions commonly held in the corporate reputation literature: (1) reputation ratings of owners and investors are generally representative of all stakeholders; (2) stakeholders will generally provide a higher reputation rating to firms that emphasize corporate social responsibility versus firms that do not; and (3) profitability is the primary criterion of importance to all stakeholders when rating a firm's reputation. Using an exploratory in‐class exercise, our findings suggest that: (1) there are significant differences among stakeholder groups in their (...)
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  6.  34
    Addressing concerns raised by critics of business schools by teaching multiple approaches to management.Bruno Dyck, Kent Walker, Frederick A. Starke & Krista Uggerslev - 2011 - Business and Society Review 116 (1):1-27.
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  7.  32
    Incumbent Stakeholder Management Performance and New Entry.André Laplume, Kent Walker, Zhou Zhang & Xin Yu - 2020 - Journal of Business Ethics 174 (3):629-644.
    Instrumental stakeholder theory seeks to explain how managing stakeholders effectively can yield competitive advantage for incumbent firms. We extend instrumental stakeholder theory to explain and predict future competition operationalized as new entrepreneurial entries. Our study is among the first to empirically examine the relationships between aggregate stakeholder management performance and the entrepreneurial entries of individuals. Using a combined U.S. dataset from 2003 to 2013 from the Kinder, Lydenberg and Domini Index, Compustat, and Kauffman’s Entrepreneurship Survey, we find support for three (...)
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  8. The Harm of Symbolic Actions and Green-Washing: Corporate Actions and Communications on Environmental Performance and Their Financial Implications. [REVIEW]Kent Walker & Fang Wan - 2012 - Journal of Business Ethics 109 (2):227-242.
    We examine over 100 top performing Canadian firms in visibly polluting industries as we seek to answer four research questions: What specific environmental issues are firms addressing? How do these issues differ between industries? Are both symbolic and substantive actions financially beneficial? Does green-washing, measured as the difference between symbolic and substantive action, and/or green-highlighting, measured as the combined effect of symbolic and substantive actions, pay? We find that substantive actions of environmental issues (green walk) neither harm nor benefit firms (...)
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  9. Session: Interaction-Perception of Audio-Generated and Custom Motion Programs in Multimedia Display of Action-Oriented DVD Films.Kent Walker & William L. Martens - 2006 - In O. Stock & M. Schaerf (eds.), Lecture Notes In Computer Science. Springer Verlag. pp. 4129--1.
     
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  10.  9
    The Use of Praxis in the Classroom to Facilitate Student Transformation.Kent Walker, Bruno Dyck, Zhou Zhang & Frederick Starke - 2019 - Journal of Business Ethics 157 (1):199-216.
    Critical management education typically assumes that management courses that emphasize critical reflection—that is, courses that critique problematic systems and structures, and ask students to dialogue about and actively reflect upon these critiques—will foster student transformation. In contrast, critical theory typically suggests that transformation requires praxis, that is, critical reflection plus practical action where students enact their new knowledge in their everyday lives. We empirically test these assumptions by measuring student transformation in management classes that emphasize critical reflection and in other (...)
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