nach oben

Journal of Business Ethics

Erschienen in:

02.05.2016

The Pluralist Theory of Ethics Programs Orientations and Ideologies: An Empirical Study Anchored in Requisite Variety

verfasst von: Joé T. Martineau, Kevin J. Johnson, Thierry C. Pauchant

Erschienen in: Journal of Business Ethics | Ausgabe 4/2017

Einloggen

Aktivieren Sie unsere intelligente Suche, um passende Fachinhalte oder Patente zu finden.

search-config

KI-gestützte Suche

Aus

Abstract

We propose, in this article, a pluralistic theory of ethics programs orientations, empirically derived from the statistical analysis of responses to an ad hoc questionnaire on organizational ethics practices. The results of our research identify six different orientations to ethics programs, corresponding to as many types of organizational ethics practices. This model goes beyond the traditional opposition between a compliance orientation, focused on the regulation of behavior and the detection of deviance, and a values-based orientation, which is said to be more reflective and enabling, and allows for a more sophisticated understanding of the composition of ethics programs. Drawing from the theory of requisite variety, we suggest that these six orientations are not to be considered in opposition but rather as complementary and even synergistic. In doing so, this pluralism has the potential to counter the potential deleterious effects of dominant logics and ideologies in organizations. Our model thus allows for a more empirical analysis of organizational ethics practices and programs and provides a new analytical framework for research and practice in considering the principle of requisite variety in ethics management. This represents, in our opinion, a contribution to the advancement of knowledge and practice in organizational ethics.

Vorheriger Artikel Ideology and the Balanced Scorecard: An Empirical Exploration of the Tension Between Shareholder Value Maximization and Corporate Social Responsibility

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

über 102.000 Bücher
über 537 Zeitschriften

aus folgenden Fachgebieten:

Automobil + Motoren
Bauwesen + Immobilien
Business IT + Informatik
Elektrotechnik + Elektronik
Energie + Nachhaltigkeit
Finance + Banking
Management + Führung
Marketing + Vertrieb
Maschinenbau + Werkstoffe
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

über 67.000 Bücher
über 340 Zeitschriften

aus folgenden Fachgebieten:

Bauwesen + Immobilien
Business IT + Informatik
Finance + Banking
Management + Führung
Marketing + Vertrieb
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Nur mit Berechtigung zugänglich

Parastatal organizations are similar to public or state-own organizations but enjoy more autonomy than public or government agencies. Also, their management systems are very close to those of the private sector. Examples of parastatals are hospitals and universities in Quebec, Canada.

Airhart, P. D., Legge, M. J. A., & Redcliffe, G. L. (2002). Doing ethics in a pluralistic world: Essays in honour of Roger C. Hutchinson. Waterloo, ON: Wilfrid Laurier University Press.

Arnold, D. G., Audi, R., & Zwolinski, M. (2010). Recent work in ethical theory and its implications for business ethics. Business Ethics Quarterly, 20(4), 559–581.CrossRef

Ashby, W. R. (1956). An introduction to cybernetics. London: Methuen.CrossRef

Ashby, W. R. (1968). Variety, constraint, and the law of requisite variety. In W. Buckley (Ed.), Modern systems research for the behavioral scientist: A sourcebook (pp. 129–136). New York: Aldine.

Bandalos, D. L. (2002). The effects of item parceling on goodness-of-fit and parameter estimate bias in structural equation modeling. Structural Equation Modeling, 9(1), 78–102.CrossRef

Barley, S. R., & Kunda, G. (1992). Design and devotion: Surges of rational and normative ideologies of control in managerial discourse. Administrative Science Quarterly, 37(3), 363–399.CrossRef

Beer, S. (1995). Brain of the firm. New-York: Wiley.

Bendix, R. (1956/1974). Work and authority in industry: Ideologies of management in the course of industrialization. Berkeley: University of California Press.

Bettis, R. A., & Prahalad, C. K. (1995). The dominant logic: Retrospectives and extension. Strategic Management Journal, 16(1), 5–14.CrossRef

Bettis, R. A., & Wong, S.-S. (2003). Dominant logic, knowledge creation, and managerial choice. In M. Easterby-Smith & M. A. Lyles (Eds.), Handbook of organizational learning and knowledge management (pp. 43–355). Malden, MA: Blackwell.

Boisot, M., & McKelvey, B. (2010). Integrating modernist and postmodernist perspectives on organizations: A complexity science bridge. Academy of Management Review, 35(3), 415–433.CrossRef

Bourdieu, P. (1980). Le sens pratique. Paris: Les Éditions de Minuit.

Collins, D. (2000). The quest to improve the human condition: The first 1500 articles published in Journal of Business Ethics. Journal of Business Ethics, 26, 1.CrossRef

Diamantopoulos, A., & Siguaw, J. A. (2006). Formative versus reflective indicators in organizational measure development: A comparison and empirical illustration. British Journal of Management, 17(4), 263–282.

Dimaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48, 147–160.CrossRef

Ford, J. K., MacCallum, R. C., & Tait, M. (1986). The application of exploratory factor analysis in applied psychology: A critical review and analysis. Personnel Psychology, 39, 291–314.CrossRef

Friedman, M. (1953). Essays in positive economics. Chicago, IL: University of Chicago Press.

Ghoshal, S. (2005). Bad management theories are destroying good management practices. Academy of Management Learning & Education, 4(1), 75–91.CrossRef

Giddens, A. (2003). Runaway world. How globalisation is reshaping our lives. New York: Routledge.

Gunia, B. C., Wang, L., Huang, L., Wang, J., & Murnighan, J. K. (2012). Contemplation and conversation: Subtle influences on moral decision making. Academy of Management Journal, 55(1), 13.CrossRef

Hinich, M. J., & Munger, M. C. (1994). Ideology and the theory of political choice. Ann Arbor, MI: University of Michigan Press.CrossRef

Hinkin, T. R. (1998). A brief tutorial on the development of measures for use in survey questionnaires. Organizational Research Methods, 1, 104–121.CrossRef

Hodgkinson, G. P. (1997). Cognitive inertia in a turbulent market: The case of UK residential estate agents. The Journal of Management Studies, 34(6), 921–945.CrossRef

Hoffman, A. J. (2001). A framework for analyzing institutional processes. In From heresy to dogma, an institutional history of corporate environmentalism (pp. 24–43). Stanford, CA: Stanford University Press.

Husted, B. W. (1993). Reliability and the design of ethical organizations: A rational systems approach. Journal of Business Ethics, 12(10), 761–769.CrossRef

Hutchinson, R. C. (1995). All sweets of being: A life of James Boswell. Edinburgh: Mainstream Publishing.

Johnson, G. (1988). Rethinking incrementalism. Strategic Management Journal, 9(1), 75–81.CrossRef

Jost, J. T., Federico, C. M., & Napier, J. L. (2009). Political ideology: Its structure, functions, and elective affinities. Annual Review of Psychology, 60, 307–337.CrossRef

Kaptein, M. (2009). Ethics programs and ethical culture: A next step in unraveling their multi-faceted relationship. Journal of Business Ethics, 89(2), 261–281.CrossRef

Kim, D. H. (1993). The link between individual and organizational learning. Sloan Management Review (Fall), 37–50.

KPMG. (2000). KPMG ethics survey 2000: Managing for ethical practice. KPMG.

KPMG. (2005). International survey of corporate responsibility reporting 2005. KPMG.

Lamberti, L., & Lettieri, E. (2009). CSR practices and corporate strategy: Evidence from a longitudinal case study. Journal of Business Ethics, 87(2), 153–168.CrossRef

Landis, R. S., Beal, D. J., & Tesluk, P. E. (2000). A comparison of approaches to forming composite measures in structural equation modeling. Organizational Research Methods, 3(2), 186–207.CrossRef

Landis, J. R., & Koch, G. G. (1977). The measurement of observer agreement for categorical data. Biometrics, 33(1), 159–174.CrossRef

Liebowitz, S. J., & Margolis, S. E. (1995). Path dependence, lock-in, and history. Journal of Law Economics and Organization, 11(1), 205–226.

MacCallum, R. C., & Browne, M. W. (1993). The use of causal indicators in covariance structure models: Some practical issues. Psychological Bulletin, 114(3), 533–541.

Mannheim, K. (1936/1968). Ideology and utopia. New York: Harcourt, Brace & World.

Marx, K., & Engels, F. (1998). The german ideology. New York: Prometheus Books.

McDonald, G. (2000). Business ethics: Practical proposals for organisations. Journal of Business Ethics, 25(2), 169–184.CrossRef

Meyer, J. W., & Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83(2), 340–363.CrossRef

Morgan, G. (2006). Images of organization. Thousand Oaks, CA: Sage.

Moscovici, S. (1988). Notes towards a description of social representations. European Journal of Social Psychology, 18(3), 211–250.CrossRef

Oakeshott, M. (1975). On human conduct. Oxford: Clarendon Press.

OECD (2009). Towards a sound integrity framework: Instruments, processes, structures and conditions for implementation. Paper presented at Global Forum on Public Governance.

Paine, L. S. (1994). Managing for organizational integrity. Harvard Business Review, 72(2), 106–117.

Parush, T. (2008). From “management ideology” to “management fashion”: A comparative analysis of two key concepts in the sociology of management knowledge. International Studies of Management & Organization, 38(1), 48.CrossRef

Pauchant, T. C. (1995). In search of meaning: Managing for the health of our organizations, our communauties and the natural world. San Francisco, CA: Jossey-Bass.

Pauchant, T. C. (2002). Ethics and spirituality at work. Hopes and pitfalls of the search for meaning in organizations. Wesport, CT: Quorum Books.

Prahalad, C. K. (2004). The blinders of dominant logic. Long Range Planning, 37(2), 171–179.CrossRef

Prahalad, C. K., & Bettis, R. A. (1986). The dominant logic: A new linkage between diversity and performance. Strategic Management Journal, 7(6), 485–501.CrossRef

Rollin, B. E. (2006). Science and ethics. New York: Cambridge University Press.CrossRef

Sainclair, A. (1993). Approaches to organisational culture and ethics. Journal of Business Ethics, 12, 1.CrossRef

Schatzki, T. R. (1996). Social practices: A Wittgensteinian approach to human activity and the social. New-York: Cambridge University Press.CrossRef

Schein, E. (2004). Organizational culture and leadership. San-Francisco, CA: Jossey-Bass.

Scott, W. R. (2002). Organizations: Rational, natural, and open systems. Englewood Cliffs, NJ: Prentice Hall.

Shrivastava, P. (1986). Is strategic management ideological? Journal of Management, 12(3), 363–377.CrossRef

Shrivastava, P., & Schneider, S. (1984). Organizational frames of reference. Human Relations, 37(10), 795.CrossRef

Spiller, R. (2000). Ethical business and investment: A model for business and society. Journal of Business Ethics, 27(1–2), 149–160.CrossRef

Stansbury, J., & Barry, B. (2007). Ethics programs and the paradox of control. Business Ethics Quarterly, 17(2), 239–261.CrossRef

Taylor, C. (1989). Sources of the self. The making of the modern identity. Cambridge, MA: Harvard University Press.

Taylor, C. (1991). The ethics of authenticity. Cambridge: Harvard University Press.

Tenbrunsel, A. E., Smith-Crowe, K., & Umphress, E. E. (2003). Building houses on rocks: The role of the ethical infrastructure in organizations. Social Justice Research, 16(3), 285–307.CrossRef

Thérien, J.-P. (2012). Human security: The making of a UN ideology. Global Society, 26(2), 191–213.CrossRef

Thompson, J. D. (1967). Organization in action. New Brunswick: New Brunswick Transaction Publishers.

Treviño, L. K., Weaver, G. R., Gibson, D. G., & Toffler, B. L. (1999). Managing ethics and legal compliance: What works and what hurts. California Management Review, 41(2), 131–151.CrossRef

Tsang, E. W. K., & Zahra, S. A. (2008). Organizational unlearning. Human Relations, 61(10), 1435–1462.CrossRef

Von Krogh, G., & Roos, J. (1996). A tale of the unfinished. Strategic Management Journal, 17(9), 729–737.CrossRef

Weaver, G. R., & Treviño, L. K. (1999). Compliance and values oriented ethics programs: Influences on employees’ attitudes and behavior. Business Ethics Quarterly, 9(2), 315–335.CrossRef

Weaver, G. R., Treviño, L. K., & Cochran, P. L. (1999a). Corporate ethics practices in the mid-1990’s: An empirical study of the fortune 1000. Journal of Business Ethics, 18(3), 283–294.CrossRef

Weaver, G. R., Treviño, L. K., & Cochran, P. L. (1999b). Corporate ethics programs as control systems: Influences of executives commitment and environmental factors. Academy of Management Journal, 42, 539–552.CrossRef

Weick, K. E. (2001). Making sense of the organization. New York: Blackwell Publishing.

Weiss, R. M., & Miller, L. E. (1987). The concept of ideology in organizational analysis: The sociology of knowledge or the social psychology of beliefs? The Academy of Management Review, 12(1), 104–116.

Werhane, P. H. (2008). Mental models, moral imagination and system thinking in the age of globalization. Journal of Business Ethics, 78(3), 463–474.CrossRef

Williamson, O. (1975). Markets and hierarchies. New-York: Free Press.

Titel: The Pluralist Theory of Ethics Programs Orientations and Ideologies: An Empirical Study Anchored in Requisite Variety
verfasst von: Joé T. Martineau
Kevin J. Johnson
Thierry C. Pauchant
Publikationsdatum: 02.05.2016
Verlag: Springer Netherlands
Erschienen in: Journal of Business Ethics / Ausgabe 4/2017
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
DOI: https://doi.org/10.1007/s10551-016-3183-x

Springer Professional

Abstract

Bitte loggen Sie sich ein, um Zugang zu Ihrer Lizenz zu erhalten.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Springer Professional "Wirtschaft"

Weitere Artikel der Ausgabe 4/2017

The Link Between Social Movements and Corporate Social Initiatives: Toward a Multi-level Theory

Ideology in HRM Scholarship: Interrogating the Ideological Performativity of ‘New Unitarism’

Contextualizing Corporate Political Responsibilities: Neoliberal CSR in Historical Perspective

Contesting a Place in the Sun: On Ideologies in Foreign Markets and Liabilities of Origin

Risking the Sustainability of the Public Health System: Ethical Conundrums and Ideologically Embedded Reform

Registering Ideology in the Creation of Social Entrepreneurs: Intermediary Organizations, ‘Ideal Subject’ and the Promise of Enjoyment

Premium Partner