Ethical Managerial Behaviour as an Antecedent of Organizational Social Capital

Pastoriza, David; Ariño, Miguel Á.; Ricart, Joan E.

doi:10.1007/s10551-006-9334-8

Cited by 92 publications

(76 citation statements)

References 79 publications

(125 reference statements)

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“…Additionally, both business ethics (R 2 = 0.344, p < .05) and ethical climate (R 2 = 0.416; p < .05) had positive and moderate impacts and explanatory power on social capital. These results are supported by the literature (Maak, 2007;Pastoriza et al, 2008).…”

Section: Discussionsupporting

confidence: 91%

“…In addition, Pastoriza, Ariño, and Ricart (2008) and Pastoriza (2008) classified the antecedents of social capital under "organizational/social contextual antecedents" (a set of guiding values and beliefs, objective authority, faith in a common understanding and purpose, and faith in the ultimate satisfaction of personal motives) and "managerial antecedents" (manager-employee interaction frequency, relational closeness and trust, managerial behavior, motivation of both employee and manager motivation, and organizational performance management).…”

Section: Business Ethics and Ethical Climate As Antecedents Of Socialmentioning

confidence: 99%

“…Ayios et al (2010) provided a conceptual discussion on the relationship between ethics and social capital. Pastoriza, Ariño and Ricart (2008) investigated the antecedents and consequences of organizational social capital and demonstrated the effect of ethical managerial behavior on social capital (p. 329). Moreover, Pastoriza and Ariño (2013) confirmed the effect that ethical leadership on the part of supervisors had on generating internal social capital.…”

Section: Business Ethics and Ethical Climate As Antecedents Of Socialmentioning

confidence: 99%

See 2 more Smart Citations

The Impact Employees’ Perceived Business Ethics and Ethical Climate on Organizational Social Capital

Güçel¹,

Taştan²

2017

TJBE

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Section: Discussionsupporting

confidence: 91%

Section: Business Ethics and Ethical Climate As Antecedents Of Socialmentioning

confidence: 99%

Section: Business Ethics and Ethical Climate As Antecedents Of Socialmentioning

confidence: 99%

See 1 more Smart Citation

The Impact Employees’ Perceived Business Ethics and Ethical Climate on Organizational Social Capital

Güçel¹,

Taştan²

2017

TJBE

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“…Social disclosure items relate to interactions between the firm and society (e.g., alliances, clients) and within the firm itself (e.g. Dess and Shaw, 2001;Pastoriza, Arino and Ricart, 2008). Social indicators are based on balance scorecard literature and performance measurement practices (e.g.…”

Section: Empirical Modelmentioning

confidence: 99%

The Informational Contribution of Social and Environmental Disclosures for Investors

Ledoux²,

2009

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Corporations increasingly define their social and environmental initiatives and activities as part of their Corporate Social Responsibility (CSR). Disclosure practices have followed suit as well with social and environmental information typically being combined, often through a CSR report. The emergence of CSR is a response to the demands of activist investors, ethical and green institutional investors as well as rating services (e.g., Jantzi) which evaluate corporations through the lens of CSR, thus going beyond traditional environmental indicators. However, is this trend beneficial to investors? We investigate whether social disclosure and environmental disclosure substitute or complement each other in reducing information asymmetry between managers and investors, taking into account a firm"s environmental performance and governance attributes. Our findings suggest that social disclosure and environmental disclosure substitute each other in reducing stock market asymmetry, as proxied by share price volatility. Our results also show that the reduction in share price volatility is higher for economic (hard) environmental disclosure than for generic (soft) environmental disclosure. Hence, future research in CSR disclosure may fruitfully distinguish between social and environmental disclosures as well as between hard (economic-based) and soft environmental information.Key words: Environmental disclosure, governance attributes, information asymmetry, social disclosure. However, most voluntary disclosure guidelines (e.g., Global Reporting Initiative or GRI)as well as most prior research view corporate social responsibility (CSR) disclosure as an additive process where more is better (e.g., Ingram, 1978;Patten, 1991). In other words, it is assumed that more social and environmental disclosure benefits the disclosing firm as well as its shareholders. There is anecdotal and empirical evidence that, on their own, both social disclosure (e.g. Downing, 1997;Cormier, Aerts, Ledoux and Magnan, 2009) and environmental disclosure (e.g. Cormier, Magnan and Morard, 1993;Barth and McNichols, 1994;Li and McConomy, 1999;Aerts, Cormier and Magnan, 2008) convey value-3 relevant information to investors. However, such evidence is not conducive to the development of efficient disclosure practices since it is likely that there is much overlap in the strategies underlying a firm"s social and environmental actions and performance. Moreover, despite the growth and development of CSR disclosure by many organisations, it is still relatively unknown as to how investors interpret social and environmental disclosures together. Moreover, it is still uncertain as to how investors integrate a firm`s CSR performance into their assessment of CSR disclosure.In this study, we investigate whether social disclosure and environmental disclosure substitute or complement each other in reducing information asymmetry between managers and investors, taking into account a firm"s environmental performance and governance attributes.Our study focuses on a sample...

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“…Secondly, it is commonly believed that organisational environment affects ethical reasoning in the workplace (Martin & Cullen, 2006;Treviňo et al, 2006;Pastoriza et al, 2008). Culture, working environment, ethics programs and moral codes create so-called 'ethical infrastructure' in organisations to guide behaviour of their members (Treviňo et al, 2014).…”

Section: Influencing Factorsmentioning

confidence: 99%

Managing workplace diversity: Ethical reasoning in a socio-cultural context

Apsalone

2017

PROSOC

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Workplaces are becoming increasingly diverse, and businesses constantly face the challenge of ensuring work ethics to strengthen competitiveness. Workplace ethics is affected not just by potential gains and losses of unethical action but also by employee morale, values and self-concept. The ethical reasoning process depends on both perception of what is ethical and the ability to justify unethical action in a given situation. In this study, we explore the role of individual, organisational and situational factors influencing the perceived degree of unethical behaviour at work. Individual socio-cultural factors include personal values, such as honesty, and socio-demographic factors, such as age, gender, education and tenure. Organisational factors are assessed through espoused values of honesty and responsibility. Finally, three situational factors are randomly introduced – low wage, boredom and perceived injustice. Two hundred and eight retail employees were surveyed to assess their personal values and the perceived degree of unethical behaviour at work. We found that honesty as a personal value changes ethical reasoning, especially when situational factors, such as low wage are introduced. Moreover, older employees tend to report more ethical behaviour in the workforce. We also concluded that declaring honesty and responsibility as organisational values could have a minor positive impact on ethical behaviour mitigating the impact of the introduced situational factors. Keywords: Socio-cultural factors, values, workplace diversity, business ethics, ethical reasoning

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Ethical Managerial Behaviour as an Antecedent of Organizational Social Capital

Abstract: organizational social capital, managerial behaviour, transcendent motives, virtues,

Cited by 92 publications

References 79 publications

The Impact Employees’ Perceived Business Ethics and Ethical Climate on Organizational Social Capital

The Impact Employees’ Perceived Business Ethics and Ethical Climate on Organizational Social Capital

The Informational Contribution of Social and Environmental Disclosures for Investors

Managing workplace diversity: Ethical reasoning in a socio-cultural context

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