Organizations increasingly rely on algorithm-based HR decision-making to monitor their employees. This trend is reinforced by the technology industry claiming that its decision-making tools are efficient and objective, downplaying their potential biases. In our manuscript, we identify an important challenge arising from the efficiency-driven logic of algorithm-based HR decision-making, namely that it may shift the delicate balance between employees’ personal integrity and compliance more in the direction of compliance. We suggest that critical data literacy, ethical awareness, the use of participatory design methods, and private regulatory regimes within civil society can help overcome these challenges. Our paper contributes to literature on workplace monitoring, critical data studies, personal integrity, and literature at the intersection between HR management and corporate responsibility.
The authors thank the anonymous reviewers for their valuable and constructive comments as well as for their helpful advice to improve the quality of the article. Our special thanks go to Claudio Kick, whose remarkable efforts in data collection have contributed to the overall success of the research project. Also, we are truly grateful for the excellent comments and critical thinking of Sim Sitkin and Chet Miller from which our paper benefited significantly. We are grateful for the dedicated efforts of Giulia Solinas and the entire editorial team of this special issue enabling such a fruitful exchange of ideas during the review and publication process. Finally, we thank our expert sounding board for the valuable insights as well as the Swiss National Science Foundation (NFP75) for the funding supporting this work.
Due to its growing practical relevance, sustainability entrepreneurship receives a high degree of academic attention. However, literature on how to educate sustainability entrepreneurs remains scarce. A promising didactical approach in this context is service learning. We ask if service learning is an effective way to educate sustainability entrepreneurs, and which framework conditions impact those educators. First, we draw on an established sustainable entrepreneurship capability framework and provide direct evidence from entrepreneurship educators about the effectiveness of service learning. Second, based on grounded theory, qualitative interviews with those educators reveal a framework composed of personal and institutional factors that they have to navigate when provide service learning. Our findings contribute to the interface of service learning and sustainability entrepreneurship by highlighting its effectiveness and the framework conditions for educators.
Organizations increasingly rely on algorithm-based HR decision-making to monitor their employees. This trend is reinforced by the technology industry claiming that its decision-making tools are efficient and objective, downplaying their potential biases. In our manuscript, we identify an important challenge arising from the efficiency-driven logic of algorithm-based HR decision-making, namely that it may shift the delicate balance between employees' personal integrity and compliance more in the direction of compliance. We suggest that critical data literacy, ethical awareness, the use of participatory design methods, and private regulatory regimes within civil society can help overcome these challenges. Our paper contributes to literature on workplace monitoring, critical data studies, personal integrity, and literature at the intersection between HR management and corporate responsibility.
In this article, the concept of education for sustainable development is substantiated and expanded upon from a socio-economic perspective. Incorporating the concept of the economic citizen, we present the liberal republican civic ethos, moral judgement, decision-making capabilities and key competencies relevant for sustainability together with an informed understanding of economic context as constitutive elements of the educational concept. Against the backdrop of the limited reach of individual behavioural changes and the necessary reflections on structural questions, a heuristic of shared responsibility for sustainable development will be devised.
Die Konzepte Corporate Social Responsibility (CSR) und Corporate Citizenship (CC) zeichnen sich auch nach Jahren der wissenschaftlichen Auseinandersetzung und mehreren politischen Standardisierungsversuchen durch einen enormen Bedeutungspluralismus aus. Neben dem steigenden Bewusstsein dafür, dass Unternehmen gerade in einer globalisierten Weltgesellschaft nicht mehr nur als ökonomische Akteure zu begreifen sind, kann nicht zuletzt in den definitorischen Unschärfen der Begriffe ein Grund für die hohe Faszination der Konzepte erkannt werden. Schon längst fristen Corporate Social Responsibility und Corporate Citizenship kein Nischendasein mehr, sondern haben breiten Einzug in die Managementforschung und-literatur gefunden. 1 Vielleicht ist jedoch der rasante Einzug der Begriffe in der Unternehmenspraxis selbst noch bemerkenswerter. Unternehmen verwenden die Begriffe-mal den einen, mal den anderen, manchmal beide-als Etikett für ihre gesellschaftliche Verantwortung oder ihr Selbstverständnis in der Gesellschaft. Gegenwärtig erscheinen beide Begriffe attraktiv, verheißungsvoll-und doch gleichzeitig von einem Dasein als Leerformel bedroht. Dabei sticht besonders eine Beliebigkeit oder zumindest Vieldeutigkeit in der Abgrenzung von Corporate Social Responsibility und Corporate Citizenship ins Auge. Nebeneinander finden sich hier in der wissenschaftlichen Literatur Gleichsetzungen wie auch Über-und Unterordnungen der Begriffe. Geeint werden beide Konzepte darin, gegenüber der Wirtschafts-und Unternehmensethik (vermeintlich) weniger moralisierend und akademisch daherzukommen. 2 Darüber hinaus wird die Metapher vom Good Citizen, vom guten Bürger, gerne bemüht, um die Zweckorganisation Unternehmen als "mit Kopf, Herz und Hand agierenden Menschen" 3 zu personifizieren. Als viel zitierte Quelle für die Verunsicherung in der definitorischen Abgrenzung zwischen Corporate Citizenship und Corporate Social Responsibility gilt Archie B. Carroll, der in seinem klassischen Aufsatz von 1991 die Unternehmen dazu auffordert, sich als Good Citizen zu etablieren. 4 Er definiert Corporate Citizenship an dieser Stelle, ohne den Begriff explizit zu verwenden, als philanthropisches
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