The Ethics of Management Research: An Exploratory Content Analysis

Management academics have tended to rely on ethics codes developed by social researchers in related fields to inform their research practice. The point of this paper is to question whether this remains a viable approach in the current climate that is characterized by a significant increase in ethical regulation across the social sciences. We suggest that management researchers face ethical issues of a different nature to those most frequently confronted by other social science researchers, and argue for more explicit acknowledgement of contextual factors involved in management research. An exploratory analysis of the content of ethics codes formulated by nine social scientific associations is undertaken to identify the main ethical principles they cover and to analyse their underlying ethical tone. Drawing attention to the principle of reciprocity, which is found in very few codes, we suggest that an ethics code could be used to formulate new ways of thinking about management research relationships. Despite the risk that ethics codes may encourage instrumental compliance with minimal ethical obligations, we suggest they also have the potential to reflect a more aspirational agenda. The development of an ethics code for management research should therefore be seen as a potentially worthwhile project.     

Ethics in Confucian and Christian management behavior: Taiwan and the United States contrasted

The ethical foundations for management behavior are examined for the people in Taiwan and from those within the United States. The influences for ethical actions can be traced to Confucian teachings and Christian doctrines. The authors present the philosophical differences between humanism for Chinese people and spiritualism for Christian people in the United States. Comparisons are made on how these principles affect the management behavior within organizations.     

On the trail of line managers as talent spotters

The deliberate identification of talent is a critical process in most organizations. Performance ratings and senior management recommendations are its main sources, revealing the importance of line managers in the process. Nevertheless, some managers do have a talent for talent spotting and little is known about their behaviours as effective talent spotters. We explore, through social cognition, as part of the social psychology framework, the practices required to execute the talent identification process (TIP). An exploratory and qualitative method was adopted for this study; 21 line managers of an Argentine holding describe their experiences as talent spotters through semi-structured interviews. Findings show that the identification process is a complex and iterative one, in which several behaviours come into play, interrelated among each other. This interaction involves talent identification and talent development behaviours, deployed in a synergetic way. The relationship building behaviours set the foundations for the identification process to bear fruit. Distinct skills are necessary at different stages of the identification process for line managers to fulfil the talent spotter role. Finally, a model of the TIP is proposed.     

组织信息资源管理论纲

本文在简要分析现代组织管理环境基本特点的基础上,对社会组织的信息资源管理的功能、原则及其运作等若干问题进行了认真的探讨,以期进一步完善现代组织管理理论。     

Ethical Comportment in Organizations: A Synthesis of The Feminist Ethic of Care and the Buddhist Ethic of Compassion

This article describes a mode of ethical behavior in organizations called ethical comportment that is the enactment of the principles of elements common to the feminist ethic of care and the Buddhist ethic of compassion. The paper outlines the main tenets of care and The Eightfold Path of Buddhism, a mode of practicing compassion, demonstrating the similarities in values and practices that embody what the author considers to be ethical comportment in organizations. This revised version was published online in July 2006 with corrections to the Cover Date.     

Human Resource Management: Meeting the Ethical Obligations of the Function

Effective human resources management (HRM) is focused on the only dynamic asset of the organization, its people; and, behind every business issue ultimately lies a human issue. Thus, the ethical adequacy of responses to all business issues rests on judgments made by individuals. HRM has a role to play as organizations address ethical challenges and as many strive to become ethical organizations. This article outlines three key responsibilities of HRM with regard to supporting an organization's efforts to become an ethical organization: (1) to establish ethical HR practices; (2) to facilitate the change process as all functions move to ethical business practices; and (3) to create cultures that build individual ethical capability and commitment to the goal of becoming an ethical organization.     

13 Ethical Decision Making: Where We’ve Been and Where We’re Going

Abstract

Research on ethical decision making, or behavioral ethics, in organizations has developed from a small niche area to a burgeoning stand‐alone field, one that has gained not only in number of articles written but in the legitimacy of the topic and the field. Our review motivated us to first try and summarize the field, not by comparing it to existing theoretical paradigms, but rather by observing what the data were telling us. We present our summary in the form of a model of ethical decision making and a typology that distinguishes intentionality of actions from ethicality of actions. After presenting this summary of the data, we critically review the research in this area, noting those areas which offer substantial insight and those that do not. In looking to the future and how the field can enhance the former and mitigate the latter, we identify several areas in which meaningful progress can be made, including defining what is “ethical”, revisiting unsubstantiated assumptions, focusing on the processes of ethical decision making, fixing methodological issues, and disentangling the outcomes of ethical decisions.     

“I feel and think,therefore I am”: An Affect-Cognitive Theory of management decisions

I propose an Affect-Cognitive Theory to comprehensively understand how decisions occur in organizations. To this aim, I first review the assumptions of sensemaking and decision-making streams of research, especially the influence of bounded rationality, affective states and their relationships with cognition; then, I integrate them on the common basis of socially situated cognition. This new theory emphasizes the role of affective states in determining/being determined by cognition and its errors, pointing out decision makers’ affect as the result of multi-level adaptations to the physical and social environment. Management decisions are path dependent but not immutable; they, indeed, bank on the predominant feeling resulting from the modifying interactions and regulations of decision makers with their physical and social environment. Here, decision makers are proposed as “emotional cognizers” overcoming the thinking-feeling dichotomy that has often featured in the study of management decisions. This theory is beneficial for behavioral strategy, offering the needed assumptions to intertwine human cognition, emotions, and social behavior.     

Stakeholder Actions and Their Impact on the Organizational Cultures of Two Tobacco Companies

We link the behaviors of executives and lawyers in two tobacco companies, in defending their tobacco products to the actions of stakeholders (e.g., the U.S. Government and Congress, medical researchers, consumers, public‐health organizations, tobacco‐control advocates, and insiders who have spoken out). Included in our analysis, which is based on publicly available documents spanning over a period of almost six decades, are critical incidents in which moral disengagement tactics were applied in the decision‐making process. We infer that the disengagement tactics applied by tobacco decision makers are indicative of what Schein and other organizational scientists describe as organizational culture. We equate the critical incidents to the espoused beliefs and values and underlying assumptions which comprise organizational culture and explain that the cultures of these two tobacco companies are not consistent with the stakeholder theory of management. We conclude that the critical incidents we analyze were immoral and the representatives were indeed accountable for these behaviors. From an organizational change perspective, we discuss how analyzing these critical incidents can serve to assess the extent to which an organizational culture is ethical. Furthermore, these critical incidents can be fed back to organizational decision makers and can then be used to initiate organizational changes.     

Moral Behaviour in Organizations: The Contribution of Management Education and Development

SUMMARY The concurrent growth of interest in management competencies and management development and in business ethics, exposes a need to bring these two fields together. The moral dimension to organizational behaviour should be considered when management education and development programmes are being designed. Those concerned with ethics in business and management should look beyond approaches based on codes of conduct and traditional educational methods. In this paper the idea of management competence is conceptualized broadly, with insight drawn from sources in education and social psychology. It is argued that ideas derived from Kohlberg's work on moral development can provide the basis for management development programmes in which theoretical understanding of ethical theory and moral issues is augmented by commitment to personal principles, a well integrated sense of personal identity, and relevant interpersonal skills, acquired through experiential learning.     

Domestic Violence Spillover into the Workplace: An Examination of the Difference between Legal and Ethical Requirements

Domestic violence is a growing societal concern that often spills over into the workplace. However, employers are not recognizing the spillover of domestic violence as a workplace issue. This is problematic considering the serious financial, legal, and ethical consequences for organizations. We analyzed six cases involving domestic violence that were litigated under specific legal bases: Violence Against Women Act, discrimination laws including Title VII, Family and Medical Leave Act, Americans with Disabilities Act, Social Security Disability, Occupational Safety and Health Act, and associated state and municipal ordinances. We chose cases that illustrate the problems of companies meeting the legal standards but not necessarily reaching ethical expectations. Our approach is congruent with the perspective that both legal and ethical analyses should be used in organizational decision making. We suggest for future research the analysis of additional litigated cases, other ethical perspectives, and additional sources of data. In addition, we suggest that companies who are striving for corporate social responsibility should integrate the ethical treatment of domestic violence victims.     

The global “war for talent”

In this paper we examine the “global war for talent,” the factors that impact it, and organizations' responses to it. Using a comprehensive search of more than 400 contemporary academic and business press articles, the paper reviews relevant research and reassesses the “talent war.” We posit that the dominant approaches to the “talent war” based on a scarcity state of mind and action, often characterized by a tactical and exclusive top talent or “star” focus, are being challenged by the emergence of a more evolutionary paradigm. This new paradigm adopts more strategic, innovative, cooperative and generative approaches which we describe as creative ‘talent solutions.’ The paper also highlights implications for future research, teaching and development in the field.     

‘Space,the final frontier’? Social movements as organizing spaces for applying HRD

This article suggests a qualitatively different type of ‘space’ that fits the classic definition of what constitutes an ‘organization’, but that is frequently rejected as being beyond the scope of HRD because it does not fit preconceived notions of an ‘organization’. In this article, I describe how social movements are spaces analogous to organizations that can enrich our understanding of HRD principles and that may benefit from our professional experience in fostering learning and development for and within organizations. Using concepts of sensemaking in the organizing process (Weick, K. E. 1979. The Social Psychology of Organizing. 2nd ed. Thousand Oaks, CA: Sage Publications) and concepts of space (Foucault, M. 1986. “Of Other Spaces.” Translated by J. Miskowiec. Diacritics 16 (1): 22–27; Lefebvre, H. 1991. The Production of Space. Translated by D. Nicholson-Smith. Oxford: Blackwell), I show how the social movement, Occupy Wall Street, can be seen as an important site of HRD practice and research.     

The Conflict between U.S. Patent Protection and Technological Innovation: Analysis and Problem Solving by Means of the Integrated Causal Model for Innovated Ethic

Criticisms of patent laws for technological innovations in the United States reveal a multifaceted milieu of problems centered around the protection of short‐term economic gain and individual property rights. In this article, we consider this a conflict between current patent laws and the innovation capabilities of organizations. We propose a solution that enables the company to assure its long‐term survival in the face of these restrictions. This presumes that the firm will at least maintain its innovation capacities while preserving the company's ethical values and those of its social environment. We offer a theoretical model that is designed to help managers and policymakers reorient their governance strategies for managing the innovation process, using the “ethics of responsibility,” which establishes the link to individual moral values at the beginning of a governance process as well as the consequences of a decision. Our integrated causal model of ethical innovation for patents is presented and implications for global organizations and possible solutions for patent law process failure are offered.     

8 Organizations and Management in China

Abstract

China’s economic transition and its integration into the global economy have been widely recognized as among the most important social changes in the past three decades. This transformation has attracted scholarly attention from multiple disciplines, and sociologists have made particularly important contributions to literature emphasizing theories of organizations, organizational change, and management practice. In this article, we present a critical review of the state of sociological literature on organization and management issues in the transition process. We focus on studies that explore how organizations shaped the trajectory of China’s economic transition, how organizations affect important social and economic outcomes during transition, and the unique challenges that managers face in China’s transition context. We conclude with suggestions for resolving central debates and future research directions.     

Jesus Centered Leadership and Business Applications: An Alternative Approach

In this article we evaluate Jesus Centered Leadership (JCL), a new concept that has emerged in the realm of spirituality and business management. JCL questions the “Christianity” of Christian business leadership, and proposes principles for ethical leadership that provide a truer representation of the teachings and traits of Jesus. We consider these principles and contribute principles of our own, thereby providing an alternative approach to JCL that remains consistent with the JCL message of morality but addresses issues that offer greater opportunities for adoption within existing business and institutional models.     

CSR and Accounting: Drawing on Weber and Aristotle to Rethink Generally Accepted Accounting Principles

The purpose of this article is to discuss and provide an alternative, less materialist–individualist approach to interpret the four assumptions of generally accepted accounting principles: economic entity, unit measure, periodic reporting, and going concern. The article draws from and builds on arguments first developed by Weber and Aristotle to demonstrate how a materialist–individualist moral point of view influences the conventional interpretation of the four basic assumptions for generally accepted accounting principles. We then propose an ideal‐type conceptual framework upon which to critique mainstream accounting theory and to develop alternative accounting theory that balances multiple forms of well‐being (including financial, but also social, physical, spiritual, and ecological well‐being) for multiple stakeholders (including owners, employees, customers, suppliers, competitors, neighbors, future generations, and so forth).     

Revisiting Institutional Voids: Advancing the International Business Literature by Leveraging Social Sciences

Institutions are vital for solving collective action problems and enabling functioning markets. Based on this notion, the institutional voids literature has offered a dynamic research agenda for international business scholarship. In this perspective article, we leverage work from political science, development economics, legal studies, and anthropology to: (a) expose hidden assumptions about institutional voids in the management literature; (b) propose new directions for research based on our revised assumptions; and (c) provide direction-specific theoretical constructs from other social sciences to stimulate theory-building and empirical inquiry into institutional voids. We develop a framework that identifies four revised assumptions about institutional voids research that we derive from current studies and elaborate on eight theoretical constructs from other social sciences that exemplify the revised assumptions and generate future research questions for international business scholars.     

Ethical guidelines and codes in operations research

We review past endeavors by ORSs to establish ethical guidelines or codes to which their members must subscribe to. We contrast such activities with those of the international community of related professional societies. It is clear that ORSs world-wide do not exhibit the important basic characteristic of a profession, that is, the adoption of and adherence to ethical guidelines and codes. Such adoptions by OR professional organizations are rare.     

The Evolving Diaspora of Talent: A Perspective on Trends and Implications for Sourcing Science and Engineering Work

This perspective paper highlights the changing dynamics underlying the supply and demand for STEM (Science, Technology, Engineering, and Mathematics) talent. As a global ecosystem of innovation emerges, the emerging diaspora of STEM talent networks is potentially a game changing phenomenon affecting where, by whom and how innovation activities are executed. We discuss several emerging trends, such as global sourcing, open sourcing, new on-line STEM talent markets and the shift of organizations becoming mobile workplaces, that have the potential to reshape and define the diaspora of STEM talent network, as well as the organization and conduct of the globalization of innovation. We propose future research agenda by drawing implications on the impact of the diaspora of STEM networks at the country level, company level, as well as individual level.