Beyond sweatshops: positive deviancy and global labour practices

Arnold, Denis; Hartman, Laura P.

doi:10.1111/j.1467-8608.2005.00404.x

Cited by 73 publications

(47 citation statements)

References 26 publications

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“…For example, its literacy program for factory workers in Morocco was accompanied by contractors' arrangement of work schedules and facilities for the program, which resulted in the improvement in efficient communication with workers regarding health and safety notices. Arnold and Hartman (2004) also reported that success of social practices, such as an on-site, paid educational program for children found at Adidas-Solomon's contractor factories was attributed to corporations by its contractors.…”

Section: Socially Responsible Supply Chain Managementmentioning

confidence: 94%

“…With an accelerated pace of globalization and increased level of social expectations, companies confront a different set of stakeholders that they need to be responsive to, which include suppliers' workers and their families that have not been recognized as stakeholders (Arnold and Hartman, 2004). That is, social expectation of businesses' responsibility for what is happening in contractors' sites pushes the businesses to expand their obligation boundary to a broader range of stakeholders.…”

Section: Stakeholder Forcesmentioning

confidence: 95%

“…Since the intense public criticisms and corporate reactions to them, it has been reported that a great deal of remedies has been made (Arnold and Hartman, 2004;Jørgensen et al, 2003). However, Jørgensen et al (2003) argue that current social initiatives and strategies taken by companies may have their limitations in terms of their ability to deliver further improvement.…”

Section: Literature Reviewmentioning

confidence: 97%

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Stakeholder Forces of Socially Responsible Supply Chain Management Orientation

2009

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Section: Socially Responsible Supply Chain Managementmentioning

confidence: 94%

Section: Stakeholder Forcesmentioning

confidence: 95%

Section: Literature Reviewmentioning

confidence: 97%

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Stakeholder Forces of Socially Responsible Supply Chain Management Orientation

2009

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“…Because social norms play an important role, it seems that context and situation cannot be ruled out in business ethics and social responsibility. Arnold and Hartman (2004) argue that companies who were once involved in sweatshops have exhibited exceptionally good labor management practices, which they called as positive deviancy, and such practices seem to influence other firms in the industry in a positive way. It might not be one immediate solution; rather SRB requires consistent efforts of the firms to make the standards higher.…”

mentioning

confidence: 98%

The Role of Idealism and Relativism as Dispositional Characteristics in the Socially Responsible Decision-Making Process

Park

2005

J Bus Ethics

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This study investigated how decisionmakers differ in processing their organizational environment (peers and organizational control systems), depending on the levels of their idealism and relativism. Focusing on socially responsible buying/sourcing issues, responses from buying/sourcing professionals from U.S. apparel and shoe companies were analyzed, using a series of regression analyses. The results generally supported the proposition that the degrees of idealism and relativism determine involvement levels that, in turn, result in varying levels of reactions to the organizational environment and corresponding amounts of information processing. Highly idealistic (relativistic) individuals were influenced by only idealistic (relativistic) signals of organizational environment. Further analysis showed highly idealistic and relativistic individuals were more likely to evaluate the organizational environment in terms of its business merit. The results suggest that organizations need to carefully plan how to communicate underlying meanings of organizational initiatives with their employees, knowing that individuals who have strong ethical opinions will only react to what they believe and elaborate its value for business. Further theoretical and practical implications and suggestions are discussed.

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“…For example, when a client organization in a developed country with a dominant market position selects suppliers in developing countries on price, these suppliers can be 'coerced' into adopting a cost minimization strategy that (as we elaborate later when discussing organizational influences) typically involves poor quality work designs, as well as weak implementation of health and safety standards and minimal training (Arnold & Hartman, 2005;Marchington, Grimshaw, Rubery & Wilmott, 2005). Attention has been given to the work conditions of suppliers in developing economies, in part generated through tragedies such as the Rana Plaza disaster in Bangladesh (ILO, 2015).…”

Section: International/global Influencesmentioning

confidence: 99%

Work Design Influences: A Synthesis of Multilevel Factors that Affect the Design of Jobs

Parker

Broeck

Holman

2017

ANNALS

154

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High quality work design is a key determinant of employee well-being, positive work attitudes, and job/organizational performance. Yet many job incumbents continue to experience deskilled and demotivating work. We argue that there is a need to understand better where work designs come from. We review research that investigates the factors that influence work design, noting that this research is only a small fragment of the work design literature. The research base is also rather disparate, spanning distinct theoretical perspectives according to the level of analysis. To help integrate this literature, we use a framework that summarizes the direct and indirect ways in which work design is shaped by the higher-level external context (global/ international, national and occupational factors), the organizational context, the local work context (work group factors), and individual factors. We highlight two key indirect effects: first, factors affect formal decisionmaking processes via influencing managers' work design-related motivation, knowledge, skills, and abilities (KSAs), and opportunities; and second, factors shape informal and emergent work design processes via influencing employees' work design-related motivation, KSAs and opportunities. By reviewing the literature according to this framework, we set the stage for more comprehensive theoretical development and empirical studies on the factors that influence work design. 3Work Design Influences A Synthesis of Multi-Level Factors that Affect The Design of WorkWork design refers to "the content and organization of one's work tasks, activities, relationships, and responsibilities" (Parker, 2014, p. 662). When work is designed so that it has motivating characteristics like job autonomy and social support, as well as reasonable levels of job demands, multiple positive individual and organizational outcomes arise. A vast amount of research shows that work design affects work stress, job satisfaction, performance, absenteeism, accidents, team innovation, company financial revenue, and more (e.g. see the meta analysis by Humphrey, Nahrgang, & Morgeson, 2007).Yet, despite extensive evidence about the benefits of well-designed work, there are still many poorly designed jobs in both advanced and developing economies. For example, in Europe, Lorenz and Valeyre (2005) reported that one third of workers had jobs that were deskilled or that involved excessive demands. Significant technological and societal change is also affecting work and organizing, yet we know little about how this change might affect people's work design (Parker, 2014). Both of these forces -the continued prevalence of poor quality work designs and the vast change occurring in work -highlight the importance of having a comprehensive, evidence-based understanding of the forces that affect work design.Such an understanding is currently lacking. In most theory and research pertaining to the design of jobs, work design is modeled at the start of a causal chain leading to outcomes via intermediary pr...

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Beyond sweatshops: positive deviancy and global labour practices

Cited by 73 publications

References 26 publications

Stakeholder Forces of Socially Responsible Supply Chain Management Orientation

Stakeholder Forces of Socially Responsible Supply Chain Management Orientation

The Role of Idealism and Relativism as Dispositional Characteristics in the Socially Responsible Decision-Making Process

Work Design Influences: A Synthesis of Multilevel Factors that Affect the Design of Jobs

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