Requisitely holistic ethics planning as pre‐condition for enterprise ethical behaviour

Belak, Jernej; Duh, Mojca; Mulej, Matjaž; Štrukelj, Tjaša

doi:10.1108/03684921011021255

Cited by 40 publications

(36 citation statements)

References 47 publications

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“…Delineating and categorizing EBP is challenging, but prior research is instructive in this exercise (McDonald and Nijhof ), in assessing the ethicality of an organization's dealings with its stakeholders (Spiller ), and in evaluating methods of business ethics implementation (Belak et al. ). McDonald and Nijhof () developed a model for ethics program implementation as a means of stimulating morally responsible behavior in organizations.…”

Section: Composition and Communication Of Ebpmentioning

confidence: 99%

“…Another study showed how ethical behavior in organizations is contingent on a more holistic and principled approach to business planning (Belak et al. ). This perspective utilizes measures to assess the influence of ethical values on organization systems and behavior and the evaluation of an organization's ethical stance by salient stakeholder groups.…”

Section: Composition and Communication Of Ebpmentioning

confidence: 99%

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Giving as Good as They Get? Organization and Employee Expectations of Ethical Business Practice

Mason¹,

Simmons²

2013

Business and Society Review

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Corporate malpractice and malfeasance on an unprecedented scale have brought ethical issues to the fore and accentuated demands from activists, governments, and the public for greater corporate social responsibility (CSR). The predominant response of researchers and policymakers has been to focus on the external impact of business operations and the merits of regulation or persuasion in achieving more responsible practice in these areas. In this article, we focus on a less well explored aspect of CSR, namely the evaluation of an organization's CSR activities by its internal stakeholders (i.e., employees). Salient CSR literature is reviewed to differentiate between CSR and ethical business practice (EBP), conceptualizing the latter as the internal manifestation of CSR as represented by an organization's values and vision, strategy and policy, systems and procedures, and people management practices. This article assesses organizational espousal of EBP in three ways: how successfully it is communicated to employees, how closely espousal aligns with employee expectation, and how this evaluation impacts on employee commitment. Our research approach aligns with and extends previous work in this area that identifies the likelihood of a “false consensus bias” by managers in assuming congruence between organization espousal of EBP and employee expectation. A conceptual model is offered to explain possible employee responses to an organization's EBP. This relates organization espousal of EBP to employee assessment of its salience to identify three positions on commitment that employees can adopt—abrogated, continuance, and affective commitment—together with their likely behavioral implications. The analysis generates a series of research questions and related areas of exploration to empirically test the conceptual model.

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Section: Composition and Communication Of Ebpmentioning

confidence: 99%

Section: Composition and Communication Of Ebpmentioning

confidence: 99%

Giving as Good as They Get? Organization and Employee Expectations of Ethical Business Practice

Mason¹,

Simmons²

2013

Business and Society Review

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“…A code of ethics by itself does not provide adequate ethical decision-making for every circumstance, so it should be used in accordance with the actual decision and adjusted if necessary. However, one must also consider the fact that a code of ethics is a way of ensuring enterprise's ethical practices and that the enterprise ethics (Belak, Je. et al, 2010) One of the important principles of corporate social responsibility (CSR) in ISO 26000 (ISO, 2010) is ethical behavior.…”

Section: Ethical Routine Decision-makinga Case Of Febmentioning

confidence: 99%

A Review of Selected Measurement Tools of Transversal Competences in Practical Training in Polish Higher Education

Butryn¹,

Kuropka²,

Robert³

et al. 2017

Proceedings of the 1ST International Scientific Conference »Teaching Methods for Economics and Business Sciences«

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All graphic material: Authors of proceedingsCover design: Jan Perša (University of Maribor Press) Design and Layout: University of Maribor PressThese papers provide valuable insights into academic teaching practice and contribute to the answer to the above question. AbstractThe basis of the Bologna process is a change in philosophy and pedagogy; a movement from 'inputs' to 'outcomes' which impacts upon the role and responsibilities of faculty, no longer just lecturers but a wider remit of being facilitators of student learning. The definition of level descriptors which overarch the whole process, lead to the definition of Intended Learning Outcomes (ILOs). Student performance is measured by the attainment of ILOs in relation to successful completion of assessment tasks. Assessment tasks and marking/grading schemes should be consistent with the level of demand of the ILOs and clearly identified as being diagnostic, formative or summative. A student's progress is measured in credits defined by a university or by state decree, where 1 credit is based upon 'x' Notional Learning Hours. Faculty need to recognise that NLT includes more than class contact hours (inputs) and that 'all relevant learning' should be considered.There are three levels in the Bologna qualifications framework; bachelor, master and doctorate. Although this would appear to be a fairly standard approach, on its introduction the concept of a bachelor qualification was a major change for many countries that had a long history of five-year qualifications, e.g. the specialist programme in Russia. Some countries adopted a 3-year bachelor programme, but others a 4-year programme. Consequently, Bologna recognises both a 3 year, (180 credits) and a 4 year (240 credits) bachelor qualification.

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“…In their research Belak et al (2010) argued that in order to achieve the optimal e¤ectiveness level of business by ethical behaviour, the initiated measures of business ethics should never be implemented as isolated tools, but only in the frame of a full and complete ethics program. The initiated business ethics measures have to be correctly adjusted and coordinated, as well as integrated, in a common business ethics concept, program or plan.…”

Section: Borut Milfelner Jernej Belak -Integral Aproach To Enterprismentioning

confidence: 99%

“…Various researches show that enterprise culture with its values is of essential meaning by fostering business ethics in a sense of assuring enterprise's success (e.g. Belak and Milfelner, 2011;Belak et al, 2010;Belak and Mulej, 2009). Hofstede (1998aHofstede ( , 1998b argues that enterprise culture as the collective programming of the mind distinguishes participants of one enterprise from another.…”

Section: Introductionmentioning

confidence: 99%

Integral Aproach to Enterprise Culture as One of the Enterprises’Key Success Factors

Milfelner

Belak

2012

Economic Research-Ekonomska Istraživanja

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Enterprise culture is judged by many acknowledged scientists and researchers now as a major determinant of any enterprise's success. The present article shows the research cognitions on the impact of enterprise culture to the success of the enterprises observed. It investigates the impact of customer and employee oriented enterprise culture on market and …nancial performance of the enterprise. Results suggest that enterprises, which are more customer (externally) oriented, show better market performance as well as better …nancial performance. The cognitions also show that more employee (internally) oriented enterprises, show positive impact to their market as well as to their …nancial performance.

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Requisitely holistic ethics planning as pre‐condition for enterprise ethical behaviour

Cited by 40 publications

References 47 publications

Giving as Good as They Get? Organization and Employee Expectations of Ethical Business Practice

Giving as Good as They Get? Organization and Employee Expectations of Ethical Business Practice

A Review of Selected Measurement Tools of Transversal Competences in Practical Training in Polish Higher Education

Integral Aproach to Enterprise Culture as One of the Enterprises’Key Success Factors

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