2009
DOI: 10.1007/s10551-009-0112-2
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Organizational Moral Learning: What, If Anything, Do Corporations Learn from NGO Critique?

Abstract: conflict, crisis, Kohlberg, legitimacy, moral learning, organizational development, organizational learning,

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Cited by 32 publications
(30 citation statements)
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“…Despite these encouraging findings, business case-driven thinking has been criticized by numerous researchers on moral grounds (Chandler, 2002;Sison, 2007;Spitzeck, 2009b;Spitzeck et al, 2009;Ulrich, 2008). They argue that the self-interested pursuit of profit is irreconcilable with truly responsible behaviour as it binds a responsible course of conduct to its profitability.…”
Section: The Business Case For Responsible Managementmentioning
confidence: 99%
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“…Despite these encouraging findings, business case-driven thinking has been criticized by numerous researchers on moral grounds (Chandler, 2002;Sison, 2007;Spitzeck, 2009b;Spitzeck et al, 2009;Ulrich, 2008). They argue that the self-interested pursuit of profit is irreconcilable with truly responsible behaviour as it binds a responsible course of conduct to its profitability.…”
Section: The Business Case For Responsible Managementmentioning
confidence: 99%
“…Nike and child labour (Zadek, 2004), Coca Cola and Greenpeace (Hartman and Stafford, 2006) and Citigroup and the Rainforest Action Network (Spitzeck, 2009b) to name just a few. All these cases share one central commonality: previously powerless stakeholders built the necessary conditions to harm the corporation economically.…”
Section: Heiko Spitzeckmentioning
confidence: 99%
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