Immoral Entrenchment: How Crisis Reverses the Ethical Effects of Moral Intensity

Eleazar, Welbourne; Miranda, Joana

doi:10.1007/s10551-021-04859-4

Cited by 9 publications

(6 citation statements)

References 69 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…As a result, those initiatives either reinforce the marginalization of those individuals or try to isolate them from the rest of the communities while offering limited access to services they design and deliver by ignoring them in creating and delivering their services. This type of service initiative is aligned with the immoral entrenchment theory (Welbourne Eleazar, 2021), which suggests that when firms experience threat-rigidity response to a crisis, they are likely to lock into moral disengagement. This leads firms to offer some very disengaged initiatives, doing what they think is appropriate to ease the burden on society rather than helping those individuals.…”

Section: Introductionmentioning

confidence: 73%

A dignity-vulnerability approach framework to maximize well-being outcomes by transformative service initiatives (TSIs)

Kabadayi,

Livne-Tarandach,

Pirson

2023

JSM

View full text Add to dashboard Cite

Purpose This paper aims to explore how service organizations can improve the effectiveness of well-being creation efforts given the pressing societal issues and global crises. In this paper, the authors examine two essential dimensions (dignity and vulnerability approach) to develop a theoretical framework. This framework can be used to increase the effectiveness of well-being outcomes created by transformative service initiatives (TSIs) and minimize their negative unintentional consequences. Design/methodology/approach Drawing on social marketing and humanistic management literature, this paper develops a framework for TSIs based on whether human dignity is recognized or ignored and whether a deficit-based or strength-based approach to vulnerability is used. This framework explains different types of TSIs and provides real-life examples. Findings The framework developed in this paper discusses four different types of TSIs: (1) exclusionary, a deficit-based approach where dignity is ignored; (2) opportunistic, a strength-based approach where dignity is ignored; (3) paternalistic, a deficit-based approach where dignity is recognized; and (4) humanistic, a strength-based approach where dignity is recognized. The paper also identifies five pathways that service organizations could use to implement these approaches, including two traps (utility and charity) and three opportunities (resourcing, humanizing and full awakening) embedded within these pathways. Practical implications This paper provides examples of service industries and specific companies to exemplify the framework developed. Also, it discusses the well-being implications and potential well-being outcomes associated with each type of TSI. Social implications This paper offers a novel framework based on two dimensions that are relatively new to the service literature, i.e. dignity and vulnerability approach. This paper also highlights the importance of including these two dimensions in future service research. Originality/value This paper offers a novel framework based on two relatively new dimensions to the service literature: dignity and strengths-based approach. This paper also highlights the importance of including these two dimensions in future service research.

show abstract

Section: Introductionmentioning

confidence: 73%

A dignity-vulnerability approach framework to maximize well-being outcomes by transformative service initiatives (TSIs)

Kabadayi,

Livne-Tarandach,

Pirson

2023

JSM

View full text Add to dashboard Cite

show abstract

“…Sustainable change within an organization will only work if the corporate culture and identity change, which is often considered to represent a long‐lasting, continuous, and often resource‐intensive effort of alignment with environmental trends (Varnum & Grossmann, 2017). Cultural change is especially important when immoral behaviors and mindsets have identified that cause the emergence, or even the entrenchment, of a crisis (Welbourne Eleazar, 2022).…”

Section: Csr and Crisis Managementmentioning

confidence: 99%

How did corporate responses to the Covid‐19 pandemic correspond with CSR?

Martinez,

Figge,

Castellano

et al. 2023

Business Ethics Env & Resp

View full text Add to dashboard Cite

This editorial of the special issue addresses the question of whether/how responses to the Covid‐19 pandemic corresponded with authentic CSR. The literature on CSR has tended to endorse a business‐centric perspective and its inherent focus on the search for alignments between CSR activities and the economic/financial interests of the firm. The Covid‐19 pandemic has put this perspective to the test, pushing many companies to engage in distinctively more genuine and authentic CSR and/or demonstrating the importance of prior CSR engagement in facilitating crisis management. The papers included in the special issue appear to converge on the idea that firms combining evidence of both pre‐crisis engagement in CSR and strong CSR performance during the crisis (demonstrated through the deployment of various CSR assets and resources, including certified reporting, social marketing, individual engagement, resilience, legitimacy, trust) have coped better. This provides interested researchers with an opportunity to appreciate the value of CSR during a crisis.

show abstract

“…Moral intensity is a construct that refers to the extent of an issue related to moral significance and there are six factors that determine whether the situation is considered an ethical issue: magnitude of consequences, social consensus, probability of effect, temporal immediacy, proximity and concentration of effect (Jones, 1991). Researchers found the three factors that have most consistently produced significant results are magnitude of consequences, social consensus and proximity (Barnett, 2001; Hayibor and Wasieleski, 2009; Morris and McDonald, 1995; Welbourne Eleazar, 2022). McMahon and Harvey (2006) performed factor analysis and found those same three factors, rather than the six, formed the moral intensity construct.…”

Section: Literature Reviewmentioning

confidence: 99%

Who or what is to blame? The role of attribution of responsibility in layoffs

Lilly

Wipawayangkool

Virick

et al. 2023

IJOES

View full text Add to dashboard Cite

Purpose This study aims to investigate the effects of attribution of responsibility (AOR) for layoffs on the components of ethical decision-making. Internal, external and no-fault AOR were examined using the model of moral intensity to determine if placement of blame for the layoff influences ethical awareness, judgment and intent. Design/methodology/approach Surveys were collected from 397 students. The survey provided a scenario about a layoff situation involving an African-American woman and a Caucasian woman. Respondents then answered questions about moral intensity, moral judgment and moral intent concerning the layoff and identified the reasons they believed the layoff occurred. We tested our hypotheses using multiple regression analysis. Findings Subjects were more likely to make a moral judgment about the situation when layoffs were blamed on the company’s actions (external AOR) and less likely to make a moral judgment when the layoff decision was blamed on employee performance (internal AOR) or on economic factors beyond anyone’s control (no-fault AOR). Results also indicate that layoffs blamed on employee performance negatively moderate the relationship between moral judgment and moral intent. Originality/value Previous studies of layoff ethics have not examined the influence of AOR for layoffs using the model of moral intensity. Thus, this paper extends the current understanding of these concepts in ethical decision-making.

show abstract

Immoral Entrenchment: How Crisis Reverses the Ethical Effects of Moral Intensity

Cited by 9 publications

References 69 publications

A dignity-vulnerability approach framework to maximize well-being outcomes by transformative service initiatives (TSIs)

A dignity-vulnerability approach framework to maximize well-being outcomes by transformative service initiatives (TSIs)

How did corporate responses to the Covid‐19 pandemic correspond with CSR?

Who or what is to blame? The role of attribution of responsibility in layoffs

Contact Info

Product

Resources

About