Results for 'management'

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  1.  18
    The Dimensions of the Lean Management of Jawwal Between Theory and Practice.Shatha S. Abu Salim, Abdalqader A. Msallam, Amal A. Al Hila, Samy S. Abu-Naser & Mazen J. Al Shobaki - 2018 - International Journal of Academic Management Science Research (IJAMSR) 2 (10):52-65.
    The objective of the study was to identify the reality of the lean management in Jawwal from the point of view of its employees, and to indicate the availability of lean management tools (organization of the work site, continuous improvement, standard work, multi-function workers, Six Sigma) The study used the analytical descriptive method. The study was applied to Jawwal Company in Gaza Governorate - North Branch. The number of employees was (85) employees. The questionnaire was used as a (...)
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  2. Network Management of Predictive Mobile Networks.Stephen Bush, Frost F., S. Victor, Joseph Evans & B. - 1999 - Journal of Network and Systems Management 7 (2).
    There is a trend toward the use of predictive systems in communications networks. At the systems and network management level predictive capabilities are focused on anticipating network faults and performance degradation. Simultaneously, mobile communication networks are being developed with predictive location and tracking mechanisms. The interactions and synergies between these systems present a new set of problems. A new predictive network management framework is developed and examined. The interaction between a predictive mobile network and the proposed network (...) system is discussed. The Rapidly Deployable Radio Network is used as a specific example to illustrate these interactions. (shrink)
     
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  3.  3
    Managing Constraints and Removing Obstacles to Knowledge Management.Sidharta Chatterjee - 2014 - IUP Journal of Knowledge Management 12 (4):24-38.
    Practice of knowledge management is often characterized by obstacles to creation, distribution, and transfer of knowledge from specific groups of settings. Obstacles or constraints to attempts to constitute knowledge as an organizational resource have been previously dealt within the context of organizational learning perspectives; however, there still remain barriers toward making learning available and all-pervasive throughout organizations. This is often as a result of two important factors: (i) bureaucratic and hierarchical forms of organization; and (ii) owing to the situated (...)
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  4. The Impact of Human Resource Management on Corporate Social Performance Strengths and Concerns.Sandra Rothenberg, Clyde Eiríkur Hull & Zhi Tang - 2017 - Business and Society 56 (3):391-418.
    Although high-performance human resource practices do not directly affect corporate social performance strengths, they do positively affect CSP strengths in companies that are highly innovative or have high levels of slack. High-performance human resource management practices also directly and negatively affect CSP concerns. Drawing on the resource-based view and using secondary data from an objective, third-party database, the authors develop and test hypotheses about how high-performance HRM affects a company’s CSP strengths and concerns. Findings suggest that HRM and innovation (...)
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  5.  50
    From Stakeholder Management to Stakeholder Accountability.Andreas Rasche & Daniel E. Esser - 2006 - Journal of Business Ethics 65 (3):251-267.
    Confronted with mounting pressure to ensure accountability vis-à-vis customers, citizens and beneficiaries, organizational leaders need to decide how to choose and implement so-called accountability standards. Yet while looking for an appropriate standard, they often base their decisions on cost-benefit calculations, thus neglecting other important spheres of influence pertaining to more broadly defined stakeholder interests. We argue in this paper that, as a part of the strategic decision for a certain standard, management needs to identify and act according to the (...)
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  6.  32
    The Challenge of Humanistic Management.Domènec Melé - 2003 - Journal of Business Ethics 44 (1):77 - 88.
    According to the origin of the word "humanism" and the concept of humanitas where the former comes from, management could be called humanistic when its outlook emphasizes common human needs and is oriented to the development of human virtue, in all its forms, to its fullest extent. A first approach to humanistic management, although quite incomplete, was developed mainly in the middle of the 20th century. It was centered on human motivations. A second approach to humanistic management (...)
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  7.  97
    Learning From Multi-Stakeholder Networks: Issue-Focussed Stakeholder Management.Julia Roloff - 2008 - Journal of Business Ethics 82 (1):233-250.
    From an analysis of the role of companies in multi-stakeholder networks and a critical review of stakeholder theory, it is argued that companies practise two different types of stakeholder management: they focus on their organization’s welfare (organization- focussed stakeholder management) or on an issue that affects their relationship with other societal groups and organizations (issue-focussed stakeholder management). These two approaches supplement each other. It is demonstrated that issue-focussed stakeholder management dominates in multi-stakeholder networks, because it enables (...)
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  8.  68
    The Impact of Human Resource Management on Environmental Performance: An Employee-Level Study.Pascal Paillé, Yang Chen, Olivier Boiral & Jiafei Jin - 2014 - Journal of Business Ethics 121 (3):1-16.
    This field study investigated the relationship between strategic human resource management, internal environmental concern, organizational citizenship behavior for the environment, and environmental performance. The originality of the present research was to link human resource management and environmental management in the Chinese context. Data consisted of 151 matched questionnaires from top management team members, chief executive officers, and frontline workers. The main results indicate that organizational citizenship behavior for the environment fully mediates the relationship between strategic human (...)
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  9. Management Ethics.Norman E. Bowie - 2005 - Blackwell.
    My station and its duties : the function of being a manager -- Stockholder management or stakeholder management -- The ethical treatment of employees -- The ethical treatment of customers -- Supply chain management and other issues -- Corporate social responsibility -- Moral imagination, stakeholder theory and systems thinking : one approach to management decision-making -- Leadership.
     
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  10.  88
    Risk Management, Real Options, Corporate Social Responsibility.Bryan W. Husted - 2005 - Journal of Business Ethics 60 (2):175-183.
    The relationship of corporate social responsibility to risk management has been treated sporadically in the business society literature. Using real options theory, I develop the notion of corporate social responsibility as a real option its implications for risk management. Real options theory allows for a strategic view of corporate social responsibility. Specifically, real options theory suggests that corporate social responsibility should be negatively related to the firm’s ex ante downside business risk.
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  11.  27
    Obstacles to the Application of Knowledge Management From the Point of View of the Employees at the Technical University of Palestine (Kadoorei).Samer M. Arqawi, Amal A. Al Hila, Samy S. Abu-Naser & Mazen J. Al Shobaki - 2018 - International Journal of Academic Information Systems Research (IJAISR) 2 (9):1-16.
    The aim of this study is to identify the determinants and obstacles to the application of knowledge management at the Technical University of Palestine (Kadoorei). The study population consists of all 310 employees of the Technical University of Palestine (Kadoorei). In order to achieve this, the researchers used a questionnaire consisting of (25) paragraphs dealing with the determinants and obstacles of the application of knowledge management at the Technical University of Palestine (Kadoorei) distributed to 74 employees. After the (...)
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  12.  20
    The Impact of Obstacles to the Application of Knowledge Management to Performance Excellence.Samer M. Arqawi, Amal A. Al Hila, Samy S. Abu-Naser & Mazen J. Al Shobaki - 2018 - International Journal of Engineering and Information Systems (IJEAIS) 2 (10):32-50.
    The aim of this study was to identify the obstacles facing the application of knowledge management and its impact on performance at Palestine Technical University-Kadoorei from the point of view of employees and to detect the differences between the average views of the study sample on the subject of the study according to some variables such as (gender, nature of work, Education Level, specialization, years of experience). The study followed the descriptive analytical method and the questionnaire as a tool (...)
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  13. Determinants of Earnings Management Ethics Among Accountants.Rafik Z. Elias - 2002 - Journal of Business Ethics 40 (1):33 - 45.
    Earnings management behavior is a concern of standard-setters, regulators and the accounting profession. This study examines the ethics of this practice using a national sample of 763 accounting practitioners, faculty and students. Possible determinants of the ethics of this practice such as perceived role of ethics and social responsibility, and personal moral philosophies (i.e. idealism and relativism) are explored. Results indicate a positive relationship between social responsibility, focus on long-term gains, idealism, and the ethical perception of earnings management (...)
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  14.  38
    The Limits of Corporate Social Responsibility: Techniques of Neutralization, Stakeholder Management and Political CSR. [REVIEW]Gary Fooks, Anna Gilmore, Jeff Collin, Chris Holden & Kelley Lee - 2013 - Journal of Business Ethics 112 (2):283-299.
    Since scholarly interest in corporate social responsibility (CSR) has primarily focused on the synergies between social and economic performance, our understanding of how (and the conditions under which) companies use CSR to produce policy outcomes that work against public welfare has remained comparatively underdeveloped. In particular, little is known about how corporate decision-makers privately reconcile the conflicts between public and private interests, even though this is likely to be relevant to understanding the limitations of CSR as a means of aligning (...)
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  15.  9
    The Chief Officer of Corporate Social Responsibility: A Study of Its Presence in Top Management Teams. [REVIEW]Robert Strand - 2013 - Journal of Business Ethics 112 (4):721-734.
    I present a review of the top management teams (TMTs) of the largest public corporations in the U.S. and Scandinavia (one thousand in total) to identify corporations that have a TMT position with “corporate social responsibility” (CSR) or a “CSR synonym” like sustainability or citizenship explicitly included in the position title. Through this I present three key findings. First, I establish that a number of CSR TMT positions exist and I list all identified corporations and associated position titles. Second, (...)
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  16.  13
    Ethical Climate, Social Responsibility, and Earnings Management.William E. Shafer - 2015 - Journal of Business Ethics 126 (1):43-60.
    This study proposes and tests a model of the relations among corporate accountants’ perceptions of the ethical climate in their organization, the perceived importance of corporate ethics and social responsibility, and earnings management decisions. Based on a field survey of professional accountants employed by private industry in Hong Kong, we found that perceptions of the organizational ethical climate were significantly associated with belief in the importance of corporate ethics and responsibility. Belief in the importance of ethics and social responsibility (...)
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  17.  31
    Starting a Flood to Stop a Fire? Some Moral Constraints on Solar Radiation Management.David R. Morrow - 2014 - Ethics, Policy and Environment 17 (2):123-138.
    Solar radiation management (SRM), a form of climate engineering, would offset the effects of increased greenhouse gas concentrations by reducing the amount of sunlight absorbed by the Earth. To encourage support for SRM research, advocates argue that SRM may someday be needed to reduce the risks from climate change. This paper examines the implications of two moral constraints?the Doctrine of Doing and Allowing, and the Doctrine of Double Effect?on this argument for SRM and SRM research. The Doctrine of Doing (...)
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  18. Gender-Based Barriers to Senior Management Positions: Understanding the Scarcity of Female CEOs. [REVIEW]Judith G. Oakley - 2000 - Journal of Business Ethics 27 (4):321 - 334.
    Although the number of women in middle management has grown quite rapidly in the last two decades, the number of female CEOs in large corporations remains extremely low. This article examines many explanations for why women have not risen to the top, including lack of line experience, inadequate career opportunities, gender differences in linguistic styles and socialization, gender-based stereotypes, the old boy network at the top, and tokenism. Alternative explanations are also presented and analyzed, such as differences between female (...)
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  19. Leadership and Business Ethics: Does It Matter? Implications for Management[REVIEW]A. L. Minkes, M. W. Small & S. R. Chatterjee - 1999 - Journal of Business Ethics 20 (4):327 - 335.
    This paper reviews the relationship between organisational leadership, corporate governance and business ethics, and considers the implications for management. Business ethics is defined, and the causes and consequences of unethical behavior are discussed. Issues pertaining to leadership, subordinate and organisation responsibility for business ethics are considered. The changing role of business leaders and the new concept of ''corporate governance'' are examined, with an increasing importance being placed on ethical and socially responsible attitudes towards business. Organisational effectiveness and organisational efficiency, (...)
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  20.  43
    Oikonomia Versus Chrematistike: Learning From Aristotle About the Future Orientation of Business Management.Claus Dierksmeier & Michael Pirson - 2009 - Journal of Business Ethics 88 (S3):417-430.
    As a philosopher, whose theory about economics and business is systematically connected to a moral and political philosophy, Aristotle provides a rich conceptual framework to reflect upon personal wellbeing, the wealth of households, and the welfare of the state. Even though Aristotle has mainly been portrayed as an enemy of business, interest in his teachings has been on the rise among management scholars. Several articles have examined Aristotle's position with regard to current managerial approaches such as total quality (...), knowledge management, crisis management, and networking. Even though Aristotle is a constant reference point for business ethics scholars, only rarely have there been attempts to see what consequences his thinking would have for reorienting business philosophy and organizational strategy. In this study, we wiD outline how Aristotle's theory of household management can be applied to the management of modern corporations. We argue that conceptions of chrematistike and oikonomia provide a basis to discuss the relationship between business and society and to draw important conclusions for business management. (shrink)
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  21.  58
    Management and Morality: A Developmental Perspective.Patrick Maclagan - 1998 - Sage Publications.
    Management and Morality provides a comprehensive and accessible overview of the moral and ethical dimension to organizational and individual behavior, while adding an original, developmental perceptive. Management and Morality combines organizational theory and behavior with approaches to organizational and individual development. The first two sections of the book, Ethical Thinking and Management Practice, and Moral Issues in Organizations, provide a clear and thorough coverage of these areas relevant to ethical behavior in and of organizations. On this basis, (...)
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  22.  46
    The Future of Stakeholder Management Theory: A Temporal Perspective. [REVIEW]Alain Verbeke & Vincent Tung - 2013 - Journal of Business Ethics 112 (3):529-543.
    We propose adding a temporal dimension to stakeholder management theory, and assess the implications thereof for firm-level competitive advantage. We argue that a firm’s competitive advantage fundamentally depends on its capacity for stakeholder management related, transformational adaptation over time. Our new temporal stakeholder management approach builds upon insights from both the resource-based view (RBV) in strategic management and institutional theory. Stakeholder agendas and their relative salience to the firm evolve over time, a phenomenon well understood in (...)
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  23.  31
    How Do Small and Medium Enterprises Go “Green”? A Study of Environmental Management Programs in the U.S. Wine Industry.Mark Cordano, R. Scott Marshall & Murray Silverman - 2010 - Journal of Business Ethics 92 (3):463-478.
    In industries populated by small and medium enterprises, managers' good intentions frequently incur barriers to superior environmental performance (Tilley, Bus Strategy Environ 8:238-248, 1999). During the period when the U.S. wine industry was beginning to promote voluntary adoption of sound environmental practices, we examined managers' attitudes, norms, and perceptions of stakeholder pressures to assess their intentions to implement environmental management programs (EMP). We found that managers within the simple structures of these small and medium firms are responsive to attitudes, (...)
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  24. Stakeholder Theory, Corporate Governance and Public Management: What Can the History of State-Run Enterprises Teach Us in the Post-Enron Era?Joseph Heath & Wayne Norman - 2004 - Journal of Business Ethics 53 (3):247-265.
    This paper raises a challenge for those who assume that corporate social responsibility and good corporate governance naturally go hand-in-hand. The recent spate of corporate scandals in the United States and elsewhere has dramatized, once again, the severity of the agency problems that may arise between managers and shareholders. These scandals remind us that even if we adopt an extremely narrow concept of managerial responsibility – such that we recognize no social responsibility beyond the obligation to maximize shareholder value – (...)
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  25.  35
    Ethics in Personal Selling and Sales Management: A Review of the Literature Focusing on Empirical Findings and Conceptual Foundations. [REVIEW]Nicholas McClaren - 2000 - Journal of Business Ethics 27 (3):285 - 303.
    Research into the ethics of personal selling and sales management has continued to increase in volume and importance. Because there is now a diversity of opinions and findings in this literature, an assessment of the status of existing knowledge is needed to provide focus and clarity. There have been no comprehensive reviews of the studies of ethics and salespeople, sales managers or sales management, despite recent attention from researchers, practitioners and the general public. The purpose of this review (...)
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  26.  41
    Job Satisfaction as a Function of Top Management Support for Ethical Behavior: A Study of Indian Managers. [REVIEW]Chockalingam Viswesvaran, Satish P. Deshpande & Jacob Joseph - 1998 - Journal of Business Ethics 17 (4):365 - 371.
    Based on organizational justice theories and cognitive dissonance theories, the authors hypothesized that: (a) perceived top management support for ethical behaviors will be positively correlated with all facets of job satisfaction (supervision, pay, promotion, work, co-workers, and overall); and (b) the correlation will be highest with the facet of supervision. Empirical results (n = 77 middle level managers from two organizations in South India) supported only the second hypothesis. Implications for managing a global workforce are discussed.
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  27.  50
    The Current Link Between Management Behavior and Ethical Philosophy.Shane R. Premeaux - 2004 - Journal of Business Ethics 51 (3):269-278.
    The current linkages between ethical theory and management behavior are investigated. The vignettes used in this investigation represent ethical dilemmas in the areas of coercion and control, conflict of interest, physical environment, and personal integrity. Overall, even with heightened ethical awareness the link between ethical philosophy and management behavior remains similar to that of the early 1990s. Generally, practitioners still rely heavily on the utilitarian ethical philosophy when making business decisions. However, more managers are now likely to select (...)
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  28. Diversity Management: A New Organizational Paradigm. [REVIEW]Jacqueline A. Gilbert, Bette Ann Stead & John M. Ivancevich - 1999 - Journal of Business Ethics 21 (1):61 - 76.
    Currently, an increasing number of organizations are attempting to enhance inclusiveness of under represented individuals through proactive efforts to manage their diversity. In this article, we define diversity management against the backdrop of its predecessor, affirmative action. Next, selected examples of organizations that have experienced specific positive bottom line results from diversity management strategies are discussed. The present paper also provides a conceptual model to examine antecedents and consequences of effective diversity management. Additional research areas identified from (...)
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  29.  69
    Personalist Business Ethics and Humanistic Management: Insights From Jacques Maritain. [REVIEW]Alma Acevedo - 2012 - Journal of Business Ethics 105 (2):197-219.
    The integration of personalism into business ethics has been recently studied. Research has also been conducted on humanistic management approaches. The conceptual relationship between personalism and humanism , however, has not been fully addressed. This article furthers that research by arguing that a true humanistic management is personalistic. Moreover, it claims that personalism is promising as a sound philosophical foundation for business ethics. Insights from Jacques Maritain’s work are discussed in support of these conclusions. Of particular interest is (...)
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  30. The Personal Selling and Sales Management Ethics Research: Managerial Implications and Research Directions From a Comprehensive Review of the Empirical Literature. [REVIEW]Nicholas McClaren - 2013 - Journal of Business Ethics 112 (1):101-125.
    Research into ethics in personal selling and sales management has increased substantially over the preceding decade by investigating complex dimensions of ethical decision-making in greater depth and with more analytical sophistication. This review of the recent conceptual and empirical literature provides insight into the extent and the direction of this knowledge, recommends managerial action, and discusses areas for future exploration. Future direction is also provided through research propositions. The type of sales practitioner investigated, the main variables examined, and the (...)
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  31.  47
    Ethics of Justice and Care in Corporate Crisis Management.Sheldene Simola - 2003 - Journal of Business Ethics 46 (4):351 - 361.
    Despite the importance of ethics in corporate crisis management, they have received limited attention in the academic literature. This article contributes to the evolving conversation on ethics in crisis management by elucidating the ethics of "justice" and "care" and distinguishing between them. Examples of the two approaches are offered through consideration of cases in corporate crisis management, including the alleged glass contamination case faced by Gerber Products Company, and, the shooting tragedy at San Ysidro faced by McDonald''s (...)
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  32. Corporate Social Responsibility, Investor Protection, and Earnings Management: Some International Evidence. [REVIEW]Hsiang-Lin Chih, Chung-Hua Shen & Feng-Ching Kang - 2008 - Journal of Business Ethics 79 (1-2):179 - 198.
    To many, recent allegations of accounting fraud (or earnings management; EM) at Enron, coupled with similar ones at many other corporations, are a strong indication of a serious decay in business ethics. In academics, this raises the concern between EM and corporate social responsibility (CSR). Since it has neither been documented, nor globally tested whether CSR mitigates or increases the extent of EM, three kinds of EM are studied: earnings smoothing, earnings aggressiveness, and earnings losses and decreases avoidance. The (...)
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  33.  30
    Does Stakeholder Management Have a Dark Side?Carmelo Cennamo, Pascual Berrone & Luis R. Gomez-Mejia - 2009 - Journal of Business Ethics 89 (4):491-507.
    This article is a first attempt to line out the conditions under which executives might have a real self-interest in pursuing a broad stakeholder management (SM) orientation to enlarge their power. We suggest that managers have wider latitude of action under an SM approach, even when this is instrumental to financial performance. The causally ambiguity of the performance effects of idiosyncratic relationships with stakeholders not only makes SM strategy difficult for competitors to imitate but also increases managerial discretion. When (...)
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  34.  14
    Collaborative Strategic Management: Strategy Formulation and Implementation by Multi—Organizational Cross—Sector Social Partnerships.Amelia Clarke & Mark Fuller - 2010 - Journal of Business Ethics 94 (S1):85-101.
    The focus of this article is on multi-organizational cross-sector social partnerships (CSSP), an increasingly common means of addressing complex social and ecological problems that are too extensive to be solved by any one organization. While there is a growing body of literature on CSSP, there is little focus on collaborative strategic management, especially where implementation and outcomes are concerned. This study addresses these gaps by offering a conceptual model of collaborative strategic management, which is then tested through the (...)
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  35.  22
    Religion and Business – the Critical Role of Religious Traditions in Management Education.Edwin M. Epstein - 2002 - Journal of Business Ethics 38 (1-2):91 - 96.
    During the past decade many individuals have sought to create a connection between their work persona and their religious/spiritual persona. Management education has a legitimate role to play in introducing teachings drawn from our religious traditions into business ethics and other courses. Thereby, we can help prepare students to consider the possibility that business endeavors, spirituality and religious commitment can be inextricable parts of a coherent life.
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  36.  77
    Ethics, Diversity Management, and Financial Reporting Quality.Réal Labelle, Rim Makni Gargouri & Claude Francoeur - 2010 - Journal of Business Ethics 93 (2):335-353.
    This article proposes and empirically tests a theoretical framework incorporating Reidenbach and Robin’s (J Bus Ethics 10(4):273–284, 1991 ) conceptual model of corporate moral development. The framework is used to examine the relation between governance and business ethics, as proxied by diversity management (DM), and financial reporting quality, as proxied by the magnitude of earnings management (EM). The level of DM and governance quality are measured in accordance with the ratings of Jantzi Research (JR), a leading provider of (...)
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  37. Ethical and Technical Challenges in Compensating for Harm Due to Solar Radiation Management Geoengineering.Toby Svoboda & Peter Irvine - 2014 - Ethics, Policy and Environment 17 (2):157-174.
    As a response to climate change, geoengineering with solar radiation management has the potential to result in unjust harm. Potentially, this injustice could be ameliorated by providing compensation to victims of SRM. However, establishing a just SRM compensation system faces severe challenges. First, there is scientific uncertainty in detecting particular harmful impacts and causally attributing them to SRM. Second, there is ethical uncertainty regarding what principles should be used to determine responsibility and eligibility for compensation, as well as determining (...)
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  38.  37
    Strategic Human Resource Management as Ethical Stewardship.Cam Caldwell, Do X. Truong, Pham T. Linh & Anh Tuan - 2011 - Journal of Business Ethics 98 (1):171-182.
    The research about strategic human resource management (SHRM) has suggested that human resource professionals (HRPs) have the opportunity to play a greater role in contributing to organizational success if they are effective in developing systems and policies aligned with the organization's values, goals, and mission. We suggest that HRPs need to raise the standard of their performance and that the competitive demands of the modern economic environment create implicit ethical duties that HRPs owe to their organizations. We define ethical (...)
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  39.  82
    Non-Discrimination in Human Resources Management as a Moral Obligation.Geert Demuijnck - 2009 - Journal of Business Ethics 88 (1):83-101.
    In this paper, I will argue that it is a moral obligation for companies, firstly, to accept their moral responsibility with respect to non-discrimination, and secondly, to address the issue with a full-fledged programme, including but not limited to the countering of microsocial discrimination processes through specific policies. On the basis of a broad sketch of how some discrimination mechanisms are actually influencing decisions, that is, causing intended as well as unintended bias in Human Resources Management (HRM), I will (...)
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  40.  19
    Ethically Related Judgments by Observers of Earnings Management.Steven E. Kaplan - 2001 - Journal of Business Ethics 32 (4):285 - 298.
    Merchant and Rockness (1994, p. 92) characterize earnings management as "probably the most important ethical issue facing the accounting profession" and provide initial evidence of the ethical judgments of various organizational members. The current study extends their work by examining the extent to which an individual''s ethically-related judgments in response to earnings management activities are associated with the individual''s role.In an experimental study, evening MBA students read three hypothetical scenarios involving a manager engaging in earnings management. The (...)
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  41.  16
    Beyond Size: Predicting Engagement in Environmental Management Practices of Dutch SMEs. [REVIEW]Lorraine M. Uhlaner, Marta M. Berent-Braun, Ronald J. M. Jeurissen & Gerrit Wit - 2012 - Journal of Business Ethics 109 (4):411-429.
    This study focuses on the prediction of the engagement of small- and medium-sized enterprises (SMEs) in environmental management practices, based on a random sample of 689 SMEs. The study finds that several endogenous factors, including tangibility of sector, firm size, innovative orientation, family influence and perceived financial benefits from energy conservation, predict an SME’s level of engagement in selected environmental management practices. For family influence, this effect is found only in interaction with the number of owners. In addition (...)
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  42.  31
    Between Enterprise and Ethics: Business and Management in a Bimoral Society.John Hendry - 2004 - Oxford University Press.
    We live in a 'bimoral' society, in which people govern their lives by two contrasting sets of principles. On the one hand there are the principles associated with traditional morality. Although these allow a modicum of self-interest, their emphasis is on our duties and obligations to others: to treat people honestly and with respect, to treat them fairly and without prejudice, to help and are for them when needed, and ultimately, to put their needs above their own. On the other (...)
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  43.  45
    Value Creation, Management Competencies, and Global Corporate Citizenship: An Ordonomic Approach to Business Ethics in the Age of Globalization. [REVIEW]Ingo Pies, Markus Beckmann & Stefan Hielscher - 2010 - Journal of Business Ethics 94 (2):265 - 278.
    This article develops an "ordonomic" approach to business ethics in the age of globalization. Through the use of a three-tiered conceptual framework that distinguishes between the basic game of antagonistic social cooperation, the meta game of rule-setting, and the meta-meta game of rule-finding discourse, we address three questions, the answers to which we believe are crucial to fostering effective business leadership and corporate social responsibility. First, the purpose of business in society is value creation. Companies have a social mandate to (...)
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  44. Women, Management and Globalization in the Middle East.Beverly Dawn Metcalfe - 2008 - Journal of Business Ethics 83 (1):85-100.
    This paper provides new theoretical insights into the interconnections and relationships between women, management and globalization in the Middle East (ME). The discussion is positioned within broader globalization debates about women’s social status in ME economies. Based on case study evidence and the UN datasets, the article critiques social, cultural and economic reasons for women’s limited advancement in the public sphere. These include the prevalence of the patriarchal work contract within public and private institutions, as well as cultural and (...)
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  45.  64
    Risk Management Principles for Nanotechnology.E. Marchant Gary, J. Sylvester Douglas & W. Abbott Kenneth - 2008 - NanoEthics 2 (1):43-60.
    Risk management of nanotechnology is challenged by the enormous uncertainties about the risks, benefits, properties, and future direction of nanotechnology applications. Because of these uncertainties, traditional risk management principles such as acceptable risk, cost–benefit analysis, and feasibility are unworkable, as is the newest risk management principle, the precautionary principle. Yet, simply waiting for these uncertainties to be resolved before undertaking risk management efforts would not be prudent, in part because of the growing public concerns about nanotechnology (...)
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  46.  25
    Local Responsiveness Pressure, Subsidiary Resources, Green Management Adoption and Subsidiary's Performance: Evidence From Taiwanese Manufactures. [REVIEW]Yu-Shu Peng & Shing-Shiuan Lin - 2008 - Journal of Business Ethics 79 (1-2):199 - 212.
    This study aims to explore if local responsiveness pressure and subsidiary resources influence green management adoption of overseas subsidiaries, and to investigate the relationships between the level of green management adoption and performance. The 101 effective samples were collected from 583 Taiwanese firms, which are listed in the top 1000 manufactory firms and have invested in China. Though structural equation model (SEM) analysis' empirical results indicate that local responsiveness pressure and subsidiary resources both have positive effects on the (...)
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  47.  60
    Do Firms Practice What They Preach? The Relationship Between Mission Statements and Stakeholder Management.Barbara R. Bartkus & Myron Glassman - 2008 - Journal of Business Ethics 83 (2):207-216.
    The accuracy of corporate mission statements has not been well explored. In this study, the authors investigate the relationship between mission statement content and stakeholder management actions. Findings indicate that although social issues such as the environment and diversity are less frequently included, their mention in mission statements is significantly associated with behaviors regarding these issues. The study found no relationship between firms with mission statements that mention specific stakeholder groups (employees, customers, and community) and behaviors regarding these stakeholders. (...)
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  48.  29
    An Integrated Model of Humanistic Management.Heiko Spitzeck - 2011 - Journal of Business Ethics 99 (1):51 - 62.
    This conceptual paper analyses the arguments which have been made in favour of a transition towards humanistic management. In order to reconcile economic as well as moral arguments an integrative model of humanistic management is presented. This model outlines prospective lines of empirical research especially in the area where business conduct is profitable but not humanistic.
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  49.  52
    Discriminating Between ‘Meaningful Work’ and the ‘Management of Meaning’.Marjolein Lips-Wiersma & Lani Morris - 2009 - Journal of Business Ethics 88 (S3):491-511.
    The interest in meaningful work has significantly increased over the last two decades. Much of the associated managerial research has focused on researching ways to 'provide and manage meaning' through leadership or organizational culture. This stands in sharp contrast with the literature of the humanities which suggests that meaningfulness does not need to be provided, as the distinct feature of a human being is that he or she has an intrinsic 'will to meaning'. The research that has been done based (...)
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    Ethics as a Risk Management Strategy: The Australian Experience. [REVIEW]Ronald Francis & Anona Armstrong - 2003 - Journal of Business Ethics 45 (4):375 - 385.
    This article addresses the connection of ethics to risk management, and argues that there are compelling reasons to consider good ethical practice to be an essential part of such risk management. That connection has significant commercial outcomes, which include identifying potential problems, preventing fraud, the preservation of corporate reputation, and the mitigation of court penalties should any transgression arise. Information about the legal position, examples of cases, and arguments about the potential benefits of ethics are canvassed. The orientation (...)
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