Moral Imagination and the Future of Sweatshops

Arnold, Denis; Hartman, Laura P.

doi:10.1046/j.0045-3609.2003.00173.x

Cited by 57 publications

(42 citation statements)

References 2 publications

(2 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…There is also a criticism that self-regulation led by NGOs actually weakens the governance of multinational corporations (O'Rourke, 2006). Given weak regulatory power and legitimacy of NGOs in international politics to govern the labor issues, scholars have led discussions of ethics values incorporated in business practices, as opposed to the legal compliance, as a critical basis of global ethics improvement (Arnold and Hartman, 2003;Donaldson, 2001;Jørgensen et al, 2003;O'Rourke, 2006). Buysse and Verbeke (2003) suggested use of voluntary initiatives, rather than legal forces, in governing corporate behaviors.…”

Section: Discussionmentioning

confidence: 98%

“…According to Arnold and Hartman (2004), ''above-expectation'' labor management practices that address working conditions and child labor regulations were found among major corporations. Large corporations that once were involved in sweatshop scandals have worked together, along with NGOs, to create system-wide voluntary initiatives to ensure fair working condition and education opportunities for child workers, which exceeds what is required by international or local labor laws (Arnold and Hartman, 2003;Neef, 2004). Along with the implication that the industry peers provide an industry norm of ''good enough'' or ''acceptable'' practice, such exceptional practices can change the norm in an upward fashion.…”

Section: Regulatory Forcementioning

confidence: 99%

See 1 more Smart Citation

Stakeholder Forces of Socially Responsible Supply Chain Management Orientation

2009

View full text Add to dashboard Cite

show abstract

Section: Discussionmentioning

confidence: 98%

Section: Regulatory Forcementioning

confidence: 99%

Stakeholder Forces of Socially Responsible Supply Chain Management Orientation

2009

View full text Add to dashboard Cite

show abstract

“…Both cases involve labor practices in supplier factories (e.g., Arnold and Hartman, 2003;Spar and La Mure, 2003) in different industries, and each Dialogue involved representatives from U.S. corporations and ICCR member organizations. Most Dialogues between companies and shareholder activists involve the disclosure of confidential information, and specific documents and agreements are non-public information unless both parties agree otherwise.…”

Section: Two Case Studies Of Ongoing Dialoguesmentioning

confidence: 99%

Beyond the Proxy Vote: Dialogues Between Shareholder Activists and Corporations

2008

View full text Add to dashboard Cite

show abstract

“…On the other hand, Arnold and Hartman (2003) show how a value based system can be integrated into a firm's practices starting from issue recognition, rather than avoidance or falsely legitimizing behaviors using public relation tactics. Furthermore, top-management's recognition of external pressure may create "decoupled" ethics practices (Weaver et al, 1999).…”

Section: Discussionmentioning

confidence: 99%

Public pressure against sweat shops as perceived by top‐management of apparel and footwear companies

Park‐Poaps

2010

Journal of Fashion Marketing and Management: An International Journal

View full text Add to dashboard Cite

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -Public pressure has been recognized as one of the most forceful factors underlying change in sweat shop conditions in the industry. The purpose of this study is to investigate the level of public pressure perceived by top managers of US clothing and footwear firms and to examine effects of individual and organizational factors that may differentiate the level of perception. Design/methodology/approach -Data were obtained through a mail survey, with a total of 96 cases included in the analyses. Findings -Results of a series of t-tests revealed statistically significant influence of firm size, tenure, and firm ownership type on perceived public pressure for fair labor practices, while gender, age, education, business type, and percentage of foreign-sourced merchandise were not found to be statistically significantly related to perceptions of public pressure.Research limitations/implications -The findings warn that the current public pressure is toward certain types of firms and their managements. Small and private firms that form the majority of the clothing and footwear sector need to be exposed to the pressure. Data consisted of a portion from a larger scale survey and may not represent a random sample. Further investigations could identify top-management's strategic actions and social performance of the firm as a response to such pressure. Originality/value -Managerial perception of social pressure is likely to initiate social actions undertaken by the firms. The findings of the study produced valuable further discussions on the current states and directions of managerial reactions to the sweat shop issues.

show abstract

Moral Imagination and the Future of Sweatshops

Cited by 57 publications

References 2 publications

Stakeholder Forces of Socially Responsible Supply Chain Management Orientation

Stakeholder Forces of Socially Responsible Supply Chain Management Orientation

Beyond the Proxy Vote: Dialogues Between Shareholder Activists and Corporations

Public pressure against sweat shops as perceived by top‐management of apparel and footwear companies

Contact Info

Product

Resources

About