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Codes of Ethics: What Are They Really and What Should They Be? 总被引:4,自引:0,他引:4
Codes of ethics are prevalent in major corporations around the world. They are seen as the first tangible commitment to being ethical. This paper examines codes of ethics and tries to establish what they are, how they are developed and their net utility. We then proffer the idea of codes as the first part of a five-stage process that leads to an overall corporate commitment to being ethical in one's business dealings. 相似文献
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Autocratic leaders and authoritarian followers revisited: A review and agenda for the future 总被引:1,自引:1,他引:0
P.D. Harms Dustin Wood Karen Landay Paul B. Lester Gretchen Vogelgesang Lester 《The Leadership Quarterly》2018,29(1):105-122
Despite a long history within the field of leadership, the subject of authoritarianism and how it influences leadership and leadership processes has been neglected in recent decades. However, recent global events make it clear that a better understanding of authoritarianism is needed and that leadership researchers would benefit from a renewed interest in studying why followers embrace autocratic leaders. The nature of authoritarian character, how authoritarian values develop, and how it is measured will be discussed. We will also review autocratic leadership, the factors that make it more likely, its consequences for followers, and the moderators of its effects. A future research agenda for the study of authoritarian character and autocratic leadership will be provided. 相似文献
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This paper performs a systematic literature review of the undeniably diverse – and somewhat fragmented – current state of research on the collaborations and internationalization of small and medium‐sized enterprises (SMEs). We analyze key works and synthesize them into a framework that conceptually maps key antecedents, mediators, and moderators that influence the internationalization of SMEs. In addition, we highlight limitations of the literature, most notably in terms of theoretical fragmentation; extant theories are deployed and illustrated but rarely extended in a manner that significantly informs subsequent work. At an applied (but related) level, we argue the need for supplementary work that explores the distinct stages of internationalization – and the scope and scale of this process – rather than assuming closure around particular events. With this, we highlight the need for more rigorous and empirically informed explorations of contextual effects that take account of the consequences of developments in the global economic ecosystem. 相似文献
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Miriam M. Wood 《Nonprofit management & leadership》1992,3(2):139-163
An empirically derived model of cyclical board behavior holds that following a nonrecurring founding period, a board typically progresses through a sequence of three distinct operating phases and then experiences a crisis that initiates the whole sequence over again. During each cycle, board members become progressively less interested in the agency's mission and programs and more interested in the board's bureaucratic procedures and the agency's reputation for success in the community. Although the sequence of phases is predictable, the timing of them is not. As a conceptual framework, the model integrates the results of a variety of valuable, but otherwise unrelated, studies of governing board behavior. The cyclical model can also be used as a diagnostic tool that can enable a board member, executive director, consultant, foundation officer, or public funder to analyze quickly a particular board's perspective and potential. 相似文献
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