This paper explores the growing array of initiatives aimed at creating corporate accountability with the goal of attempting to uncover the foundation principles that underlie them and create a floor below which practices are ethically questionable. Using the Global Compact's nine principles and the work of Transparency International as guides, foundational principles seem to exist in the areas of human rights, labor standards, environment, and anti-corruption initiatives.

This article assesses the proliferation of international accountability standards (IAS) in the recent past. We provide a comprehensive overview about the different types of standards and discuss their role as part of a new institutional infrastructure for corporate responsibility. Based on this, it is argued that IAS can advance corporate responsibility on a global level because they contribute to the closure of some omnipresent governance gaps. IAS also improve the preparedness of an organization to give an explanation and a justification (...) to relevant stakeholders for its judgments, intentions, acts and omissions when appropriately called upon to do so. However, IAS also face a variety of problems impeding their potential to help address social and environmental issues. The contribution of the four articles in this special section is discussed in the context of standards’ problems and opportunities. The article closes by outlining a research agenda to further develop and extend the scholarly debate around IAS. (shrink)

We identify a normative paradox of responsible management education. Business educators aim to promote social values and develop ethical habits and socially responsible mindsets through education, but they attempt to do so with theories that have normative underpinnings and create actual normative effects that counteract their intentions. We identify a limited conceptualization of freedom in economic theorizing as a cause of the paradox. Economic theory emphasizes individual freedom and understands this as the freedom to choose from available options. However, conceptualizing (...) individuals as profit-maximizing actors neglects their freedom to reflect on the purposes and goals of their actions. We build on the work of pragmatist philosopher John Dewey, who distinguishes between habitualized and creative problem-solving behaviors, conceptualizes knowledge construction as a process of interdependent scientific social inquiry, and understands actors as having the freedom to determine what kind of people they wish to be. We apply pragmatist theory to business education and suggest equipping students with a plurality of theories, supplementing neoclassical economics with other economic perspectives and views from other disciplines on economic behavior. Moreover, we suggest putting students into learning situations that require practical problem solution through interdependent social inquiry, encouraging ethical reflection. In doing so, we contribute by linking the problematic conceptions of freedom identified in economic theorizing to the debate on responsible management education. We conceptualize a pragmatist approach to management education that explicitly re-integrates the freedom to discursively reflect on the individual and societal purpose of business activity and thereby makes existing tools and pedagogies useful for bringing potential freedom back into business. (shrink)

Meta-governance is Earth system governance for dealing with the global commons. This article develops a whole network approach to meta-governance to explore the potential for collective action for sustainable development by a loosely coupled network of networks. Networked corporate social responsibility governance has emerged around corporate sustainability and responsibility in the first years of the 21st century. Growing agreements and interactions among CSR initiatives suggest the development, structure, and governance of networked CSR governance as a network that can analytically be (...) viewed as a whole and as a platform for learning about systemic change. Using the evolution of CSR initiatives from about 1990 to 2014, the authors differentiate four developmental stages: independent and fragmented multistakeholder networks as CSR governance, collaborative CSR governance, networked CSR governance, and integrated networked CSR governance. The authors then present a framework to analyze networked CSR governance as a whole network experimenting with meta-governance. (shrink)

It is becoming clear that many of today’s management theories are inadequate theoretically and practically to move understanding, scholarship, and practice to where it needs to be for scholars, business leaders, and policy makers to cope with an increasing fraught world. This Special Issue’s focus is on sustainability. Sustainability challenges need to incorporate multidisciplinary interventions and the trans- and interdisciplinary nature of solutions. To actively seek transformation toward sustainability, fundamental and innovative short-term as well as long-term efforts are required in (...) society, economy, technology, and education, including our understanding of human behavior and attitudes toward the management of the environment. This introductory piece presents natural science theories as a promising approach for achieving progress toward transformation for sustainability. (shrink)

The leader as shaman has three central roles: healer, connector, and sensemaker in the service of a better world. This paper argues that today’s leaders acting as shamans could become ‘shapeshifters,’ or more accurately ‘shape the shift,’ that is engage with organizational and systemic change needed to content with major problems like sustainability issues, climate change, and inequality, which business businesses are increasingly being asked to deal with as part of their societal roles. In the role of sensemaker, business leaders (...) can shape shifts towards great sustainability and responsibility by developing new memes that speak to others and resonate across different people and groups. Memes’ roles in change, as core cultural artifacts, on which values, business strategies, and belief systems are built, are generally overlooked but are an important element of shamanic leadership. (shrink)

This article takes the critique by Sethi and Schepers as a starting point for discussing the United Nations Global Compact. While acknowledging the relevance of some of their arguments, we emphasize that a number of their claims remain arguable and are partly misleading. We start by discussing the limits of their proposed framework to classify voluntary initiatives for corporate sustainability and responsibility. Next, we show how a greater appreciation of the historical and political context of the UN Global Compact puts (...) several of their claims into perspective. Finally, we demonstrate that the alleged promise–performance gap rests on a selected and one-sided reading of the initiative. We close by pointing to some challenges that the initiative needs to address in the future. (shrink)

This study explores the pathways from the aspiration to make a difference in the world to vision and action of social entrepreneurs. Based on the qualitative analysis of interviews with 23 individuals who have pioneered institutions and initiatives around corporate responsibility, we find two predominant pathways to vision. The deliberate path starts with aspiration and moves through purpose toward a relatively intentional vision that ultimately leads to, and is subsequently informed by, action. The emergent path also begins with aspiration then (...) moves directly to action and only retrospectively to a sense of a vision behind the actions taken. The emergent path, in which action precedes vision, is contrary to the dominant assumption that vision leads to action in an entrepreneurial context and may be further characterized as either inadvertent or developmental. In advancing a conceptual model of the vision–action or action–vision trajectories of social entrepreneurs, this study highlights the iterative nature of vision. This study also demonstrates the importance of considering formative experiences that contribute to the aspiration to make some kind of a difference in the world, a sense of purpose or intentions, and core values and beliefs in examining the ethicality of social entrepreneurship. (shrink)

Efforts to reorient narratives about today’s socio-economic systems along humanistic or eco-friendly lines are built on core units of culture called memes. This paper explores the memes used by progressive socio-economic initiatives to assess whether they are consistently and powerfully deployed, using the aspirational statements of 126 different initiatives, sorted into nine categories. The memes used by these initiatives demonstrate lack of consistency and lack of potentially resonant memes overall. Aspirational statements from both progressive and conservative think tanks are then (...) compared to see whether their messaging is consistently developed in their aspirational statements. Results indicate that memes associated with the neoliberal narrative are considerably more consistently used by conservative think tanks than is any coherent or consistent messaging by progressive think tanks, a finding that becomes more powerful when two- and three-word meme sets are considered. (shrink)

Business and Society Review, Volume 127, Issue S1, Page 167-170, Spring 2022.

This article explores the role of changing memes in large systems change toward marriage equality—popularly referred to as same-sex marriage—in the United States. Using an abbreviated case history of the transformation, the article particularly explores the shifting memes or core units of culture, in this case, word phrases associated with marriage equality over time, influencing the social change process. Using both the case history and the empirical work on memes, the article identifies nine lessons to support others tackling large systems (...) change challenges. (shrink)

This paper explored the linkages among moral imagination, systems understanding, and aesthetic sensibility as related to the emergence (eventually) of wisdom. I develop a conceptual framework that links these capacities to wisdom through the capacity to “see” moral and ethical issues, which I argue is related to “the good”, to see a realistic understanding of systems in which the observer is embedded, or “the true”, and to appreciate the aesthetic qualities associated with a system or situation, or “the beautiful”. The (...) relationship between the good, the true, and the beautiful is used to argue that all three types of seeing are building blocks for achievement of wisdom. The paper then briefly explores some of the ways that these capacities can potentially be incorporated into the classroom. (shrink)

This essay articulates two aspects of a changing Social Issues in Management (SIM) Division of the Academy of Management (AOM). First, the essay highlights the ways in which SIM’s central focus has shifted and changed over the years. Then, it briefly looks at the forces that are currently shaping SIM within AOM, particularly in spreading what used to be the central core of SIM throughout AOM, and discusses some of the implications of this shift. This devolution of content suggests the (...) need for further change that paradoxically does two things seemingly at odds with each other: brings SIM back to its normative roots and begins to articulate the type of distinctive orientation to business operating within society that might continue to differentiate SIM from other divisions within AOM in the future. (shrink)

Business Ethics, the Environment & Responsibility, EarlyView.

These comments on Frederick’s “The Evolutionary Firm and Its Moral (Dis)Contents” focus on two dominant themes to provide a more optimistic perspective on Frederick’s conclusions. First is the need to take a systemic orientation at the societal and ecological levels to gain a perspective on ecologizing rather than economizing. Second, is the need to take a developmental perspective, on the assumption that evolution is still occurring, and that what may be needed to get humankind to the systemic/ecologizing orientation is a (...) higher level of awareness, greater cognitive (and moral) development than is currently prevalent. (shrink)

This article focuses on the concept of worldviews, arguing that a change in managerial worldviews is the key lever for addressing the social and global challenges facing humanity. We draw from a new synthesis of science and spirituality, with the addition of “other ways of knowing” that go beyond rational-empirical analysis, to suggest that what we call Quantum Worldviews are capable of generating the prosocial and pro-environmental behavior consistent with humanistic management. Using the yin-yang symbol as a metaphor, we suggest (...) that a transformation in consciousness, at the level of the paradigmatic assumptions held by managers about the nature of reality, can be understood through adult development theory. We also go beyond the metaphor to propose a quantum worldview based on a more literal interpretation of quantum science to fundamentally re-conceptualize what it means to be human, drawing on quantum research that suggests ontological wholeness and interdependence of all. Quantum Worldviews can help leaders, and the various systems of which they are a part, transition to a new science-based consciousness - long intuited by indigenous and nonwestern spiritual leaders - of an interconnected and dynamically coherent world. We identify a variety of practices that give managers a direct experience of Oneness, changing who they are at the deepest level of self-concept. Our research suggests that only when using such practices, and in sufficient numbers, will business leaders become agents of world benefit with the collective influence to bring about meaningful solutions to climate change and other wicked problems—in other words, needed system transformation. (shrink)

There is increasing attention to the idea of bringing about what is termed a wellbeing economy, and recognition that a coherent story or narrative is important in countering the strength of today’s dominant economic narrative--neoliberalism. Yet there has been relatively little consensus on what such an idea might mean in practice, despite the proliferation of many different initiatives attempting to bring such an economy about. Many of these initiatives have allied with an aggregator called WEAll, the Wellbeing Economy Alliance. In (...) an effort to determine what new economics/next economies initiatives mean by wellbeing economy, this study assesses the statements provided by WEAll allies to WEAll when seeking membership to see whether there is a consistent narrative about wellbeing economy that emerges. Four nuanced, yet related, versions of the wellbeing economy narrative emerged. “Transformation” is mainly a critique of business as usual, emphasizing transformation towards a wellbeing economy that critiques neoliberalism and emphasizes wellbeing of all people. The Nature-Centric or Planetary Boundaries perspective takes a more ecological perspective, emphasizing humanity’s need to live and operate within planetary boundaries. The Good Life or People-Centric perspective offers a people-oriented narrative that emphasizes sustainability while ensuring that basic needs of all are met. The Integrated perspective is an integrated life-centered perspective that combines these interests and focuses on the wellbeing of both people and planet, recognizing the complexity and holistic nature of that task. (shrink)

This interactive teaching workshop explored what it means to “teach from the heart.” It adopted the format of the wisdom circle to ask participants to share peak teaching experiences so that they could reflect on what their stories reveal about their inner selves as teachers. The hope was that, by learning how to speak with their “authentic” voices, participants could gain the insight and courage needed to better connect with their students as co-learners.

This issue of Business & Society contains the transcripts of 12 oral history interviews with founders of and early contributors to the business and society/social issues in management field. The publication of these interviews is the culmination of a very long-term project, with the first interview having been conducted in 1993 with Lee Preston and the most recent interview having been conducted in 2011 with Jim Post. This project has been very much of a team effort with Sandra Waddock, John (...) Steiner, Mary Mallott, Ariane Berthoin Antal, and, of course, our interviewees all playing important roles. (shrink)

This paper explores what we can call the paradox of corporate citizenship, that is, it explores the paradoxical dark underbelly created by strategic success in corporations and their efforts to implement voluntary corporate social responsibility initiatives to demonstrate their good corporate citizenship. In this exploration, we will look at the tensions of corporate citizenship and responsibility that are created not when there are crises, scandals, or misdeeds, but when the very success of the company’s strategy is itself the source of (...) concern. (shrink)

This workshop applied the wisdom circle format, based on the discursive rituals and spiritual practices of Native American tribal councils, to encourage IABSmembers to share personal stories that reveal something of their inner self, as they address the challenges and frustrations of their public lives. By speaking with an “authentic voice” and listening respectfully to others in the circle, a remarkable bond of trust and empathetic understanding emerged in a relatively short period. This innovative learning process encourages both personal reflection (...) and the collective search for “common ground” needed to enable joint problem solving. (shrink)

Many efforts are focused on transformation to wellbeing economies as economies oriented towards equity, social justice, and human wellbeing in a flourishing natural environment (wellbeing economics). Drawing from analysis of innovations associated with these efforts, we emerge a framework of wellbeing-oriented ‘economic operating infrastructure’ (EOI). This is presented as a typology of six core types of economic transformation innovations nested from innovations with the broadest reach (narratives) to the most specific (products and services). Development of the typology was guided by (...) a set of wellbeing economies values that help in identifying which innovations to include. The innovations were identified by research on the internet, technical reports, and published articles. The typology elements are: innovations in economic narratives; governance; financing mechanisms; exchange mechanisms; business structures; and the products and services derived from them. Examples are presented in each category to illustrate how this infrastructure is emerging in alignment with establishing wellbeing economies. This exploratory and descriptive typology provides a preliminary framework for developing a strategic approach to economic transformation through wellbeing economic infrastructure development. Four EOI-based activities are identified to accelerate this transformation. (shrink)