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Chen, Al Y.S.; Sawyers, Roby B.; Williams, Peter

doi:10.1023/a:1017953517947

Cited by 148 publications

(12 citation statements)

References 19 publications

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“…Interviewees also reported that all four focal Asian firms have developed ethical corporate cultures, which they regarded as having been supportive of CSV adoption. These perceptions match prior literature that indicates that corporate cultures built on ethical principles are likely to lead firms to act responsibly (Yin, 2017) and have strong social performance (Chen et al, 1997;Ford & Richardson, 1994;Linnenluecke et al, 2009;Maon et al, 2010;Ravasi & Schultz, 2006). Drawing on the interviewees' accounts, we developed our first proposition:…”

Section: Discussionmentioning

confidence: 74%

Moral foundations for creating shared value in Asia

Khurshid¹,

Snell

2021

Business and Society Review

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This paper analyzes moral foundations and organizational learning approaches in three small and mediumsized enterprises (SMEs) and one multinational corporation (MNC), which have embraced business models or major projects that enact the strategy of creating shared value (CSV). In the four focal firms, all of which are based in Asia, we found that their adoption of CSV has been driven by moral principles and has entailed substantial organizational learning processes.Our case analyses illustrate a dynamic and mutually sustaining relationship within the four focal firms between organizational learning processes and shared value creation, supported by moral foundations. The four focal firms embraced CSV as a moral philosophy to improve their respective societal conditions, and we found no signs of greenwashing, branding, and organizational façades in their adoption of CSV practices.creating shared value, moral foundations, organizational façades, organizational learning | INTRODUCTIONIncreasingly, leaders of multinational corporations (MNCs), small and medium-sized enterprises (SMEs), and non-governmental organizations (NGOs) have come to espouse concern to help improve or enrich the human condition. Associated with such espousals, new kinds of "hybrid" enterprises have emerged (Porter & Kramer, 2011), and business models such as

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Section: Discussionmentioning

confidence: 74%

Moral foundations for creating shared value in Asia

Khurshid¹,

Snell

2021

Business and Society Review

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“…The literature suggests that adhering to quality management principles shapes corporate culture and encourages ethical leadership principles; this is reflected in the MBNQA (Steeples 1994 ). While there is a relationship between quality and ethics from a theoretical perspective (Chen et al 1997 ; Raiborn and Payne 1996 ), numerous unethical practices are prevalent in the business world. Boisjoly ( 1993 ) argues that such unethical practices mostly result from cultural failures and shortcomings in management systems, so implementing a quality management system like the MBNQA may address this issue.…”

Section: Quality Management In Educationmentioning

confidence: 99%

Do quality and business excellence models improve quality and operational results in educational organizations? A repeated cross-sectional analysis

Parast

Safari

2022

Oper Manag Res

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Improving quality and operational practices in education organizations and developing a culture of continuous improvement are crucial yet challenging endeavors because of the complex nature of education organizations. While quality management practices can clearly improve the quality of these organizations in several aspects, empirical research for quality management in educational organizations is sparse because of the lack of suitable frameworks for assessing quality. In this paper, we present the first large-scale empirical study of implementing quality management practices in educational organizations in the United States. It is based on seven years of objective data for quality assessments by external professional reviewers as part of the U.S. government’s Malcolm Baldrige National Quality Award (MBNQA) program. Our findings provide empirical evidence for the reliability and robustness of the Baldrige model as an effective quality assessment for educational organizations. Controlling for the applicant’s year, our findings show that Information and knowledge management is a key influencer and predictor of Customer satisfaction and focus , and Management of process quality is a key influencer and predictor of Quality and operations results. This study also provides effective insight and recommendations for how to improve quality systems and achieve business excellence in educational organizations using the Baldrige model. The findings will therefore help managers and administrators to make informed decisions about key factors that impact quality in educational organizations.

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“…Como resultado dos danos causados pelas fraudes e infrações de condutas, nota-se uma crescente pressão da sociedade pela consolidação de aspectos éticos nas organizações. Como reação, ampliou-se a elaboração e a adoção de Códigos de Ética (Adams et al, 2001;Sims, 1991), bem como os investimentos para a disseminação de conceitos éticos e morais (Chen et al, 1997;Sims, 1991). Em paralelo, atitudes governamentais de regulamentação empresarial tornam-se mais severas e mais frequentes, tendo como caso emblemático a Lei Sarbanes-Oxley (SOX) (1) nos Estados Unidos.…”

Section: Referencial Teóricounclassified

“…Como resultado das perdas sociais acarretadas por essas atitudes, destaca-se uma crescente pressão da sociedade pela consolidação de aspectos éticos nas organizações. Como reação, empresas privadas começam a elaborar e a adotar Códigos de Ética formalizados por conta própria (Adams, Tashchian, & Shore, 2001;Sims, 1991), além de investir em treinamentos para garantir a disseminação de tais conceitos (Chen, Sawyers, & Williams, 1997;Sims, 1991). Cabe, porém, notar que tais códigos não estão sendo capazes de garantir atitudes éticas e, assim, as organizações precisam utilizar outros mecanismos para reforçar tal comportamento (Selvarajan & Cloninger, 2008).…”

Section: Introductionunclassified

O efeito priming na avaliação de ações antiéticas: um estudo experimental

Fajardo

Leão

2014

Rev. adm. contemp.

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O gerenciamento do comportamento ético é um dos problemas mais importantes e complexos enfrentados pelas organizações (Stead, Worrell, & Stead, 1990). Pesquisas recentes revelam um modelo de duplo processo de tomada de decisão ética sendo integrado de componentes conscientes e subconscientes (Reynolds, 2006). Neste ponto, destaca-se o trabalho de Welsh e Ordonez (in press), que ressalta o papel do priming enquanto fenômeno cognitivo capaz de afetar de maneira inconsciente certos padrões de decisão dos indivíduos. Nessa perspectiva, o presente trabalho desenvolve dois experimentos que exploram o processo pelo qual o priming poderia ativar os padrões morais dos indivíduos alterando a forma pela qual avaliariam certas situações cotidianas. Os resultados de ambos os estudos demonstram a efetividade do efeito priming, o qual levou os participantes a avaliar situações fraudulentas como mais graves e quem as comete como merecedores de punições mais severas. Corroborando os resultados de estudos anteriores, observou-se uma correlação positiva entre a avaliação da gravidade da situação e a punição prescrita, ressaltando-se, porém, como o priming pode fortalecer essa relação. Como implicações práticas para as organizações, nota-se que a utilização do priming pode fortalecer o ambiente organizacional em termos éticos, fazendo com que seus membros sejam menos coniventes com qualquer atitude errônea que observem.

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Untitled

Cited by 148 publications

References 19 publications

Moral foundations for creating shared value in Asia

Moral foundations for creating shared value in Asia

Do quality and business excellence models improve quality and operational results in educational organizations? A repeated cross-sectional analysis

O efeito priming na avaliação de ações antiéticas: um estudo experimental

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