Codes of Ethics: What Are They Really and What Should They Be?

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.     

做个身心健康的经理人“六法则”

一个合格的经理人身体要好,更重要的是心理要健康当今社会医学越来越发达, 不健康的人却日益增多, 尤其是背负沉重压力的职业经理人,他们不同程度地遭受着形形色色疾病的困扰:身体上的、心理上的,其实后者比前者更为可怕、更难治愈。衡量你的心理机能成熟与否,心理学家阿尔波特归纳出六条标准,可以作为参考。这六条标准是:     

Collaboration and Internationalization of SMEs: Insights and Recommendations from a Systematic Review

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.     

Creating and Sustaining an Inter-Agency Training Pool

The following paper offers an account of the authors' experience of setting up an Inter-Agency Training Pool in Nottinghamshire. The purpose of this is to enable others in similar or parallel posts to learn from both the successes and mistakes of their venture, to avoid ‘re-inventing wheels’, and as a tool for discussion should they be considering using such a model in their work setting.     

Disenfranchised Grief After Incest The experience of victims/daughters,mothers/wives

In the literature on incest, the experience of grief and loss has been under-explored. In this article we identify the way in which recognition and resolution of grief after incest is frequently not socially sanctioned and may become ‘disenfranchised’. The concept of disenfranchised grief is used to understand the experiences of young women who have been victims of father-daughter incest, and their non-offending mothers. The nature of their grief is discussed, along with the complex and multiple relationships within their families. Finally we look at the clinical implications of the therapist recognising the complex and contradictory nature of their experiences and attending to their losses.     

Writing resistance together

This piece of writing is a joint initiative by the participants in the Gender, Work and Organization writing workshop organized in Helsinki, Finland, in June 2019. This is a particular form of writing differently. We engage in collective writing and embody what it means to write resistance to established academic practices and conventions together. This is a form of emancipatory initiative where we care for each other as writers and as human beings. There are many author voices and we aim to keep the text open and dialogical. As such, this piece of writing is about suppressed thoughts and feelings that our collective picket line allows us to express. In order to maintain the open‐ended nature of the text, and perhaps also to retain some ‘dirtiness’ that is essential to writing, the article has not been language checked throughout by a native speaker of English.     

Is governing board behavior cyclical?

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.