Ethical Theory and Stakeholder-Related Decisions: The Role of Stakeholder Culture

Jones, Thomas M.; Felps, Will; Bigley, Gregory A.

doi:10.5465/amr.2007.23463924

Cited by 477 publications

(565 citation statements)

References 70 publications

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“…More recent studies have refined stakeholder salience theory by means of theoretical contributions, stressing the importance of 'stakeholder proximity' (Driscoll and Starik 2004), interactions between stakeholders (Neville and Menguc 2006) and stakeholder attributes (Neville et al 2011), family firm contexts (Mitchell et al 2011), corporate culture (Jones et al 2007), and other stakeholders' perceptions of salience (Tashman and Raelin 2013). More recent empirical research has suggested more stakeholder characteristics, such as trust and learning potential (Myllykangas et al 2010).…”

Section: Prior Literature and Hypotheses Developmentmentioning

confidence: 99%

Secondary Stakeholder Influence on CSR Disclosure: An Application of Stakeholder Salience Theory

2015

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The aim of this study is to analyse how secondary stakeholders influence managerial decision-making on Corporate Social Responsibility (CSR) disclosure. Based on stakeholder salience theory, we empirically investigate whether differences in environmental disclosure among companies are systematically related to differences in the level of power, urgency and legitimacy of the environmental non-governmental organisations (NGOs) with which these companies are confronted. Using proprietary archival data for an international sample of 199 large companies, our results suggest that differences in environmental disclosures between companies are mainly associated with differences between their environmental stakeholders' legitimacy. The effects of power and urgency are of an indirect nature, as they are mediated by legitimacy. This study improves our understanding of CSR disclosure by demonstrating that, next to the welldocumented effect of company characteristics, stakeholder characteristics are also important. Besides, it provides scarce empirical evidence that not only primary stakeholders, but also secondary stakeholders are influential with regards to management decision-making. And more specifically, it offers insight into why some stakeholder groups are better able to influence disclosure decisions than other. The results also have important practical implications for managers of both environmental NGOs and large companies. For managers of environmental NGOs the results provide evidence of the most successful tactics for having their environmental information demands satisfied by companies. For company management the results provide insights into the most important stakeholder characteristics, on the basis of which they may develop strategies for proactively disclosing environmental information.

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Section: Prior Literature and Hypotheses Developmentmentioning

confidence: 99%

Secondary Stakeholder Influence on CSR Disclosure: An Application of Stakeholder Salience Theory

2015

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“…Although the mainstream entrepreneurship literature shows a strong bias towards rational self-interest and the pursuit of private economic gains (Dacin et al 2010; Van de Ven et al 2007), the occurrence of other-regarding behaviour has a long tradition in ethics research (Jones et al 2007;Santos 2012). This paper focuses on so-called sustainable entrepreneurs, i.e.…”

Section: Introductionmentioning

confidence: 99%

Sustainable Entrepreneurship: The Role of Perceived Barriers and Risk

2017

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Entrepreneurs who start a business to serve both self-interests and collective interests by addressing unmet social and environmental needs are usually referred to as sustainable entrepreneurs. Compared with regular entrepreneurs, we argue that sustainable entrepreneurs face specific challenges when establishing their businesses owing to the discrepancy between the creation and appropriation of private value and social value. We hypothesize that when starting a business, sustainable entrepreneurs (1) feel more hampered by perceived barriers, such as the institutional environment and (2) have a different risk attitude and perception than regular entrepreneurs. We use two waves of the Flash Eurobarometer survey on entrepreneurship (2009 and 2012), which contains information on start-up motivations, start-up barriers, and risk perceptions of approximately 3000 (prospective) business owners across 33 countries. We find that sustainable entrepreneurs indeed perceive more institutional barriers in terms of a lack of financial, administrative, and informational support at business start-up than regular entrepreneurs. Further, no significant differences between sustainable and regular entrepreneurs are found in terms of their risk attitudes or perceived financial risks. However, sustainable entrepreneurs are more likely to fear personal failure than regular entrepreneurs, which is explained by their varied and complex stakeholder relations. These insights may serve as an important signal for both governments and private capital providers in enhancing the institutional climate.

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“…From an international perspective, stakeholder pressure related to ethics codes tends to vary due to differences in legal and cultural environments, as well as different moral perceptions of what constitutes questionable behavior in the workplace (Jones, Felps, & Bigley, 2007;Robertson & Fadil, 1999;Saheed, 2013;Weaver, 1993). A primary challenge related to corporate governance is the creation of a corporate culture that fosters moral behavior while condoning impropriety (Stevens, Steensma, Harrison, & Cochran, 2005).This challenge is consistent with the fundamental purpose of ~ 29 ~ codes of ethics.…”

Section: Introductionmentioning

confidence: 86%

“…The study of codes of ethics has been closely linked to both ethical decision-making theory and stakeholder theory (Jones et al, 2007;Stevens et al, 2005). Although significant progress has been made toward the goal of attaining a deeper understanding of the ethical decision-making process, research related to policy implications at the international level has been limited (Jones et al, 2007, Cullen, Parboteeah, & Hoegl, 2004, Hosmer, 2000 (Jones, 1995, p.406).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Although significant progress has been made toward the goal of attaining a deeper understanding of the ethical decision-making process, research related to policy implications at the international level has been limited (Jones et al, 2007, Cullen, Parboteeah, & Hoegl, 2004, Hosmer, 2000 (Jones, 1995, p.406). Our focus on a specific policy mechanism, the ethics code, and multiple nations, adds to the literature through our unique and integrated approach.…”

Section: Literature Reviewmentioning

confidence: 99%

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National Differences in Stakeholder Pressure to Adopt Codes of Ethics: A Four-Country Study

Robertson

Gilley²,

Olson³

et al. 2014

JBM

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Academic research related to the perceived value of ethics codes in different national contexts has been limited despite burgeoning interest by managers, government officials and members of international nonprofit organizations. The purpose of this study is to assess the relationship between promoting a positive external firm image and stakeholder pressure to adopt codes of ethics. Moreover, we assess the extent to which market and non-market stakeholder pressure varies across national borders. A survey instrument developed in the United States is adapted to a cross-national setting and hypotheses related to codes of ethics are tested. Empirical results based on 540 respondents from four nations, Peru, China, the United States and Canada, support that national differences exist with respect to perceptions of ethics codes. A significant relationship between creating an external image and perceived pressure from stakeholders is also identified. Study limitations, managerial implications, and promising future research directions are also discussed. JEL Classifications: F53, O20

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Ethical Theory and Stakeholder-Related Decisions: The Role of Stakeholder Culture

Cited by 477 publications

References 70 publications

Secondary Stakeholder Influence on CSR Disclosure: An Application of Stakeholder Salience Theory

Secondary Stakeholder Influence on CSR Disclosure: An Application of Stakeholder Salience Theory

Sustainable Entrepreneurship: The Role of Perceived Barriers and Risk

National Differences in Stakeholder Pressure to Adopt Codes of Ethics: A Four-Country Study

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