Employee Identities in Corporate Codes of Ethics: The Equal, Responsible, Subordinating, and Self‐Monitoring Employee

Winkler, Ingo

doi:10.1002/cjas.215

Cited by 5 publications

(5 citation statements)

References 39 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In addition, studies of codes for companies that operate internationally find that codes do not address, and lack flexibility/adaptability in code content, to local laws, values and norms (Amaeshi and Amao 2009;Halff 2010;Svensson and Wood 2007). Examinations of the language (symbolic aspects) of code content find that codes reinforce corporate hierarchy with a top-down, authoritarian emphasis (Winkler 2011;2012;Munter 2013) and this is found also in a case study of a CCE in practice where Helin et al (2011) find that codes rather than being used as enabling instruments for enlightenment, instead can be used as instruments for domination. Forster et al (2009) also find imitative features for codes, especially for small companies, which copy large company code content.…”

Section: Discussionmentioning

confidence: 99%

“…2008). However, findings from studies examining the symbolic aspects of code content bring to light previously hidden evidence of connotations within CCEs to reinforce corporate hierarchy with a top-down, authoritarian emphasis (e.g., Winkler 2011Winkler , 2012Munter 2013). Over one-third of the content-oriented studies examine the context surrounding the codes.…”

mentioning

confidence: 99%

See 1 more Smart Citation

An Updated Inquiry into the Study of Corporate Codes of Ethics: 2005–2016

2019

View full text Add to dashboard Cite

This paper presents a review of 100 empirical papers studying corporate codes of ethics (CCEs) in business organizations from the time period mid-2005 until mid-2016, following approximately an 11-year time period after the previous review of the literature. The reviewed papers are broadly categorized as content-oriented, output-oriented, or transformation-oriented. The review sheds light on empirical focus, context, questions addressed, methods, findings and theory. The findings are discussed in terms of the three categories as well as the aggregate, stock of empirical CCE studies in comparison with previous reviews, answering the question "where are we now?" Content and output studies still stand for the majority of the studies, whereas the transformation studies are fewer. Within these areas, two new trends are found to have emerged: discursive analyses and a focus on labor conditions. The review finds that (a) the content of CCEs is still predominantly self-defensive, (b) that CCEs are insufficient in themselves in terms of protecting workers' rights, (c) that CCEs are likely to encounter tensions when implemented across national and organizational boundaries, and (d) that while perception of CCEs is generally positive, CCEs may lead to both positive and negative outcomes. Based on these findings, potential areas for further exploration in the area of CCE research are suggested.

show abstract

Section: Discussionmentioning

confidence: 99%

mentioning

confidence: 99%

An Updated Inquiry into the Study of Corporate Codes of Ethics: 2005–2016

2019

View full text Add to dashboard Cite

show abstract

“…Along with these moral identity-building elements, it can be observed that organizational discourse strongly relies on values with strong moral connotations, e.g. trust and mutual respect (Winkler, 2011), sacrifice (Gagnon and Collinson, 2014), authenticity (Tomkins and Nicholds, 2017), commitment (Kuhn, 2006), justice (Jenkins and Delbridge, 2017), solidarity (Sewell and Barker, 2006), etc.…”

Section: Moral Trappingmentioning

confidence: 99%

“…Normative control is deemed compatible with new market realities (Wasserman and Frenkel, 2011; Winkler, 2011). Due to globalization, technological change, enhanced consumerism and the service sector, markets have become complex, uncertain and unstable for business organizations (Endrissat et al , 2016; Fleming and Sturdy, 2011; Gagnon, 2008; Morris et al , 2016).…”

Section: Introductionmentioning

confidence: 99%

Agential explanations: how employee participation is enhanced in normatively controlled organizations?

Hassan

Nadeem

2023

MRR

View full text Add to dashboard Cite

Purpose The study aims to highlight and understand, and bring the human agency into the debate on the theory of normative control. While, the previous literature has highlighted the problem of the missing subject. However, the actual human agency in terms of agential properties has not been seriously addressed. This study is an attempt to overcome this problem of the missing subject. Design/methodology/approach A two-phase design inspired by retroductive inference was adopted for this study. In the first phase, abduction was used to explore the literature on normative control to highlight the forces of attraction, which may pull the employees to participate willingly within normative control systems. In the second phase, following retroductive inference, agential explanations of the forces of attraction identified in the first phase were explored by venturing into other related fields, e.g. psychology and sociology. Findings The study highlights four strategies used by organizations using normative control, i.e. comfort zoning, relational bonding, moral trapping and elitist appeal. These strategies rely on attractive forces. These forces of attraction pull employees to participate in the normative control system. The attractive element in the identified strategies is due to the fact that these strategies target specific agential properties, i.e. the need for comfort, sense of belonging, moral agency and pride. Overall, the findings suggest that individuals drive their concerns from culture but in relation to their capacity as needy beings for being enculturated. Practical implications Theoretically, this study adds conceptual strength to the explanations of normative control. It is suggested that neglect of human agency renders explanations conceptually weak. The study fills this gap in the research. Practically, this study would be beneficial for better design and implementation of normative control. Several studies have pointed out that normative control does not yield the intended results. Out of many reasons, a lack of understanding of human agency is a major cause of unsuccessful attempts to normatively control employees. This study provides some basis to understand the human subject for better design of soft systems of control. Originality/value To the best of the authors’ knowledge, this is the first research study that explores agential properties with reference to normative control systems. This study is important for researchers and practitioners.

show abstract

“…A more positive experience of the environment is likely to be associated with greater organisation identification (Yang, Johnson, Zhang, Spector, and Xu, 2013). It is for this reason that Yang et al (2013) and Winkler (2012) noted that employees identification with their organisation may the influenced by the their perception of environment of ethnic diversity.…”

Section: Theoretical Development and Hypothesismentioning

confidence: 99%

Perceived environment of ethnic diversity as a determinant of organisational identification in the public sector

Pepple¹,

Davies

2019

View full text Add to dashboard Cite

Word count-7958 (all text including references and appendices) AbstractPurpose-As public sector managers implement the policy of employing people that broadly reflects the social make up of a local society, there is need to ensure that employees have a positive perception of ethnic diversity. Perceived environment of ethnic diversity (PEED) is conceptualised as employees' view of how they are treated at work irrespective of where they come from. This study investigates the relationship between PEED and organisational identification (OID).Method-Data was collected by means of a survey of 908 employees from four public sector organisations in a state in Nigeria. Regression analysis was used to test the hypotheses.Findings-Findings showed that OID may be fostered among multi-ethnic employees through the following framework; first, that PEED had a direct relationship with OID and support was found for which was explained by the mediating role of co-worker social support (CWSS). Second, that the effect of CWSS mediation was moderated by employees' ethnic selfidentification (ESI) such that those with strong ESI experienced lower OID.Practical implications-As employee compositions in organisations increase in diversity, CWSS is presented in this study as a veritable measure for managers to foster OID.Originality/value-This study is novel as it is one of the first to examine the mechanisms for linking PEED to OID through mediating effect of CWSS at different levels of ESI. Other contributions are discussed in detail in the study.

show abstract

Employee Identities in Corporate Codes of Ethics: The Equal, Responsible, Subordinating, and Self‐Monitoring Employee

Cited by 5 publications

References 39 publications

An Updated Inquiry into the Study of Corporate Codes of Ethics: 2005–2016

An Updated Inquiry into the Study of Corporate Codes of Ethics: 2005–2016

Agential explanations: how employee participation is enhanced in normatively controlled organizations?

Perceived environment of ethnic diversity as a determinant of organisational identification in the public sector

Contact Info

Product

Resources

About