Institutionalizing innovation: Key activities for market leadership

What distinguishes outstanding innovators from others:They understand that consistent innovation is the key to a company's competitive survival.So they are constantly looking for ways to change every aspect of their business - not just marketing - to serve customers better.To generate and sustain innovation all across the business, they consistently focus on these five keys:

• - Creating a corporate work environment that values competitive performance above everything else.

• - Structuring the organization to permit innovative ideas to rise above the demands of running the business.

• - Clearly defining a strategic direction that lets the company channel its innovative efforts in ways that will pay off in their particular marketplace.

• - Knowing where to look for good ideas and how to leverage them once they're found.

• - Going after good ideas at full speed and marshalling the resources needed to ensure lasting success.I believe the following five steps will make your company more dynamic and innovative:

• - Create a mind set that puts constant pressure on the organization to beat your specific competitors through innovation.

• - Structure your organization to promote innovation instead of thwarting it as most do.

• - Develop a realistic strategic focus to channel people's innovative efforts.

• - Know where to look for innovative edges in your particular business.

• - Throw the book at a few good ideas instead of spreading your resources around like butter on bread.Sounds simple because, of course, it is. But: it is a survival issue for most large corporations:

• - Who are being “niched to death” by smaller competitors, and

• - Outfoxed by global competitors who have taught themselves how to manage innovation more effectively.

Just-in-time purchasing: an empirical study of operational practices, supplier development and performance

This paper examines the role of supplier development in establishing and managing efficient buyer–supplier operational links. The paper develops and assesses a measurement instrument for “operational” and “supplier development” just-in-time purchasing practices, followed by an examination of the relationships between the two sets, and an investigation into whether the use of “operational” and “supplier development” practices has a bearing on higher plant performance. A plant-level survey was carried out on a sample of electronics and machinery plants. The study empirically:

• documents the close connection between the buyer–supplier operational link and the buyer’s practices for supplier development;

• demonstrates that recourse to supplier development programs and their nature depend on the kind of vendor–vendee operational connection;

• test whether different plant performance outcomes result from the implementing of different “operational” and “supplier development” practices. It demonstrates that better-performing plants exhibit more advanced design and logistic links with sources, more formalised vendor-rating and ranking procedures, greater use of organisational devices for supplier-organisational integration and place greater importance on supplier assistance and training.

Betriebswirtschaftslehre ohne Unternehmensethik? Vom Scheitern einer Ethik ohne Moral

Zusammenfassung  In Auseinandersetzung mit einer jüngst von Horst Albach ge?u?erten Auffassung von Betriebswirtschaftslehre ohne Unternehmensethik wird eine gegenteilige Auffassung entwickelt. Es wird gezeigt, dass der Glaube an die reinigenden Marktkr?fte eine ?konomistische Fiktion darstellt und mithin eine Ethik ohne Moral, d.h. ohne bewusst ethisch agierende Personen, unhaltbar ist. Stattdessen werden Anforderungen erkennbar, die als eine Richtschnur für die Entwicklung unternehmensethischer Perspektiven zu verstehen sind.

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Management without business ethics? On the failure of ethics without morality

Summary  Recently, Horst Albach developed an ethical approach which identifies management science being inherently ethical. This paper offers an alternative view. We examine how a pure market driven understanding of business ethics leads to questionable positions and logical contradictions. Therefore we propose a business ethics with morality which includes people, acting from ethically reflected grounds. Additionally, we define requirements to be fulfilled when developing business ethics within management science.

     

Ethics beyond the model: How social dynamics can interfere with ethical practice in operational research/management science

Responding to a call for more attention to be given to ethics within operational research, Marc Le Menestrel and Luk Van Wassenhove have recently outlined a perspective on the relationship between OR models and ethics that squarely ties ethical engagement to daily practice and, more specifically, to the manner in which a practitioner uses a model or other technique in a particular setting. They refer to this approach as “ethics beyond OR models”.This paper seeks to extend the debate on this topic by examining some of the difficulties of ethical action when it is defined in these terms. Specifically the paper seeks to show how the social dynamics that circumscribe much professional practice can easily override good intentions on the part of the people concerned. Ethical practice dictates that those involved in OR/MS practice should seriously contemplate their own involvement in the process of knowledge production and be fully aware of the wider ramifications of employing particular modelling techniques and other tools. However, this is not always easy since the complex social dynamics that surround an inquiry can surreptitiously undermine these intentions. In extreme cases, these processes can create an ethical trap that those involved may not be fully recognise until after the event.In exploring such a disjuncture between ethical intentionality and outcomes the paper re-examines and reflects upon a major consulting assignment which was led by the author and subsequently published through a leading journal and text.     

The Ethics of Researching Friends: On Convenience Sampling in Qualitative Management and Organization Studies

Scholarship on the ethical complexities resulting from friendships which develop with respondents during qualitative data collection is well established. There has also been consideration of the ethics of researching existing friends across various disciplines. But, although management and organization scholars use convenience samples of the latter kind in qualitative research, there is virtually no discussion in our field of the ethical implications. In seeking to rectify this, I draw on my experiences of a project where I gathered data from six friends on their experiences of and attitudes towards sexual relationships, motherhood and life–work ‘balance’. I discuss the reportage of what sometimes felt like confidences, the use of ex ante data, the objectification of participants and difficulties relating to respondent validation in order to highlight some of the ethical challenges in qualitative management and organizational research with friends.     

Catholic social teaching and business ethics: A search for moral foundations

Do the social encyclicals, especially the 100-year old Rerum Novarum,have any relevance to business people and managers in the practice of their profession? To respond to this question, one must attempt to find a link between Catholic social teaching and business ethics. Establishing this relationship is the goal of this paper. It will discuss the notion of the social question, which is addressed in the social encyclicals; present the philosophical and theological foundations of the social teaching; and point to areas where the linkage between the social teaching and business ethics can be established. By reaching deep into the philosophical grounds of the social encyclicals, the analysis attempts to cut through the often muddled diversity of opinions on specific ethical issues which characterize most moral debates.     

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.     

Working Adults and Personal Business Ethics in South East Asia: a Comparative Study in Thailand and Vietnam

Global leaders and managers have been facing new challenges in the twenty-first century since globalization has created a much more integrated and borderless business environment. One of the key issues that they constantly deal with is business ethics. The global economy has made ethical issues become more complex and challenging. Businesses nowadays face urgent demands to act ethically and responsibly. In order for global leaders and managers to manage such a cultural diverse and complex workforce, they must have the ability to understand these complex issues and act ethically. They also need to possess adequate leadership skills to lead an ethical organization in a multinational environment. Thus, understanding and recognizing the cultural differences as well as the ethical standards of people in different countries are critical to the success of global leaders and managers. The purpose of this study is to investigate the perception of working professionals on business ethics in the two high-context cultures in South East Asia: Thailand and Vietnam. Using the Univariate Analysis of Variance method and adopting the widely-used Clark and Clark’s Personal Business Ethics Scores (PBES) measure, this study will compare the level of ethical maturity of the respondents based on a variety of variables including gender, business law course taken, code of conduct, ethics training, and government work experience. The authors will provide a thorough literature review on business ethics as well as the current ethical issues, i.e., bribery and corruption, in the two countries, together with practical suggestions and implications for educators, managers, and employees.     

Making corporate governance count: the fusion of ethics and economic rationality

Corporate governance codes extensively appeal to ethical standards of conduct. Rather than being articulated alongside economic axioms, ethical and moral precepts are intertwined within neo-classical economic argumentation across corporate governance standards. This paper explores the fusion between ethics and modern economic rationality and reflects on the scientisation of economics and ethics in academic discourse. The argument is then made that the enlistment of ethics within the epistemologically privileged posture of economics characterises corporate governance codes. The UK Combined Corporate Governance Code of 2006 is analysed to draw out the paper’s contention.

Business Ethics through Meditation: The Ethical ‘I,’ the Ethical ‘You,’ the Ethical ‘We’⋆

Environmentalists have been criticizing the ethics of business people concerning the natural environment. Citing Thomas Berry as an example, this paper attempts to bring his three abstract values (presence, subjectivity, and communion) closer to the understanding of the average business person through meditation. The introduction describes business ethics in terms of relationships to the individual, or the ethical ‘I’ to the natural environment, or the ethical ‘You’ and to interpersonal relationships, or the ethical ‘We.’ Meditation is also defined, according to Webster's Third New International Dictionary (1986), as a meditative experience together with a period of reflection and small-group discussion. More specifically, meditation takes on three forms. Part one describes nondiscursive meditation in the context of what Berry means by presence. The problem addressed here is how to meet and cultivate the ethical ‘I.’ Part two will deal with semidiscursive meditation in the context of what Berry means by subjectivity, or the ethical ‘I’ in relation to the earth. The earth then becomes the ethical ‘You.’ Part three will deal with Berry's definition of communion, or the ethical ‘We.’ The practice of discursive meditation gradually leads to what Thomas Berry calls a renewed ‘visionary experience.’ The article concludes with a redefinition of business ethics in terms of our relationships to ourselves, as human persons, to the earth as our living environment, and to each other as members of the human community. The redefinition of our relationships through meditation is ‘visionary,’ or a new ‘paradigm,’ that, hopefully, will lead to the renewed ethical practice that other environmentalists are also advocating, for example, Arnold Berleant. This revised version was published online in July 2006 with corrections to the Cover Date.     

On the Ethical Justification for the Use of Risk Acceptance Criteria

To protect people from hazards, the common safety regulation regime in many industries is based on the use of minimum standards formulated as risk acceptance or tolerability limits. The limits are seen as absolute, and in principle these should be met regardless of costs. The justification is ethical - people should not be exposed to a risk level exceeding certain limits. In this article, we discuss this approach to safety regulation and its justification. We argue that the use of such limits is based on some critical assumptions; that low accident risk has a value in itself, that risk can be accurately measured and the authorities specify the limits. However, these assumptions are not in general valid, and hence the justification of the approach can be questioned. In the article, we look closer into these issues, and we conclude that there is a need for rethinking this regulation approach - its ethical justification is not stronger than for alternative approaches. Essential for the analysis is the distinction between ethics of the mind and ethics of the consequences, which has several implications that are discussed.     

Amplifying a Relational Ethic: A Contribution to PRME Praxis

Western economically driven instrumental ethics fuel the dominant institutional logic in many business schools and are associated with the negative social and environmental situation widely linked to the mode of global development. Other ethical framings have been subordinated, marginalized, or denied. Through the explicit commitment of prominent international certifying bodies of management education, educators, researchers, and practitioners will be encouraged to give increasing effect to the Principles for Responsible Management Education (PRME). The PRME is a United Nations‐led, institution‐level mechanism for reorienting the direction of business schools and for increasing both educator and student capacities to contribute to a more inclusive and sustainable mode of development globally. We propose greater emphasis be given to various forms of relational ethics from which to guide the functional aspirations of institutions. We explore the creative opportunity for institutional change by contrasting the prevailing Western economically driven instrumental institutional logic with indigenous ethical framings. We draw upon Seo and Creed's conceptual framework of institutional change to discuss two films—Mann v. Ford and Waste = Food—to bring greater attention to the generative potential of indigenous perspectives in institutional praxis. Our examples could equally invite an application of other systems of relational ethics that have been overshadowed by the current domination of economic instrumentalism in almost all realms of decision making. We conclude by providing some teaching resources that can be used or adapted for geographical‐ or disciplinary‐specific attention to the issues we raise.