The Role of Ethics and Social Responsibility in Organizational Success: A Spanish Perspective

Vitell, Scott J.; Ramos, Encarnación Ruiz; Nishihara, Ceri

doi:10.1007/s10551-009-0134-9

Cited by 73 publications

(57 citation statements)

References 79 publications

(82 reference statements)

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“…Stakeholders are increasingly interested and involved in environmental and social issues (Lee, Park, Rapert, & Newman, 2012;Sprinkle & Maines, 2010;Heslin & Ochoa, 2008) and prefer to deal with companies that conform to their personal values and beliefs (Vitell, Ramos, & Nishihara, 2010;Tencati & Zsolnai, 2009;Vanhamme & Grobben, 2009). Moreover, CSR research shows that stakeholder perceptions of a company's CSR commitment are positively related to company image and reputation and to capacities to attract, retain and motivate employees (Castaldo et al, 2009;Weber, 2008;Peterson, 2004;Greening & Turban, 2000).…”

Section: Relationships Between Csr and Customer Feedbackmentioning

confidence: 99%

“…In fact, customer CSR perceptions and expectations provide direct feedback because of their influence on purchase intentions, customer loyalty, company image and reputation and customer-company identification. The actual customer feedback depends on the distance between the beliefs, values and lifestyles of the customers and their perception of the company CSR (Vitell, Ramos, & Nishihara, 2010;Sen & Bhattacharya, 2001). …”

Section: Introductionmentioning

confidence: 99%

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A feedback-based model for CSR assessment and materiality analysis

2015

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Current CSR literature offers little insight into how to engage customers and other stake-holders about their CSR expectations and perceptions. The aim of this paper is to proposea model for CSR evaluation and planning based on the classification of customer CSR feed-back through the comparison of three aspects of CSR commitment (disclosed, perceivedand expected). Although the paper is focused on customers, the model can be appliedindifferently to any stakeholder group, thus providing a valuable instrument for materi-ality analysis and stakeholder engagement. In effect, the model allows identifying materialCSR issues regarding all stakeholder perceptions and expectations

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Section: Relationships Between Csr and Customer Feedbackmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

A feedback-based model for CSR assessment and materiality analysis

2015

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“…Numerous scholars and practitioners argue that decision-makers should incorporate ethical and social responsibility considerations into their strategic decision-making processes (Velasquez, 1996;Shafer et al, 2007;Vitell et al, 2010). Singhapakdi et al (1996) developed the Perceived Role of Ethics and Social Responsibility (PRESOR) scale to measure individual orientations toward ethics, social responsibility and profits.…”

Section: The Perceived Role Of Ethics and Social Responsibilitymentioning

confidence: 99%

“…Most have been developed in western industrialised countries, and the majority of these in the United States. While substantial progress has been made in that regard, competing conceptualisations of and measurement schemes for ethics, social responsibility, and performance have heightened the challenge (Shafer, Fukukawa & Lee, 2007;Vitell, Ramos & Nishihara, 2010).…”

Section: Introductionmentioning

confidence: 99%

“…Several crosscultural applications of specific measurement tools such as those of Axinn, Blair, Heorhiadi and Thach (2004), Vitell and Paolillo (2004), Shafer et al (2007) and Vitell et al (2010) have been conducted, but additional work is needed. This study explores the interrelated perceptions of business performance, ethics and corporate social responsibility (CSR) in a comparative, cross-continental study of South Africa, Peru and the United States.…”

Section: Introductionmentioning

confidence: 99%

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Performance satisfaction, shareholder and stakeholder orientations: Managers´ perceptions in three countries across continents

Angelopoulos

Parnell

Scott

2013

SAJEMS

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Managers working in South Africa, Peru and the United States were classified as stakeholder-and/or shareholder-oriented along the Perceived Role of Ethics and Social Responsibility (PRESOR) scale. The relationship between stakeholder/shareholder orientation and perceptions of organisational performance was further explored. In South Africa and overall, respondents with both high stakeholder and low shareholder orientations reported the greatest performance satisfaction. In Peru, managers with a high stakeholder orientation reported the greatest satisfaction with organisational performance. A significant link between stakeholder or shareholder orientation and performance satisfaction was not found in the United States, however. Directions for future research are outlined.

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Employee Organizational Citizenship Behaviour: The Direct and Indirect Impact of Ethical Leadership

2011

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Using 525 respondents from the banking and insurance sectors in Spain, supervisor ethical leadership (SEL), conceptualized to involve the practice of moral virtues, was examined for its relationship to employee job satisfaction, affective commitment, and organizational citizenship behaviour. Consistent with social exchange theory, SEL was directly and positively associated with both job satisfaction and affective commitment. The relationship between ethical leadership and employee organizational citizenship was best represented by a model where the effect was fully mediated by job satisfaction and affective commitment. Implications of these findings and suggestions for future research are discussed. Copyright © 2011 ASAC. Published by John Wiley & Sons, Ltd. JEL Classifications: M12, M14, M16Keywords: ethics, ethical leadership, moral virtues, job satisfaction, affective commitment, organizational citizenship behaviour Résumé La présente étude examine la relation entre le leadership éthique du superviseur (SEL), conceptualisé pour prendre en compte la pratique des vertus morales, et la satisfaction professionnelle, l'engagement affectif et le comportement de citoyenneté organisationnelle des employés. Elle s'appuie sur 525 répondants issus des secteurs de la banque et des assurances. Les résultats indiquent que conformément à la théorie de l'échange social, le SEL est directement et positivement relié à la fois à la satisfaction professionnelle et à l'engagement affectif. La relation entre le leadership éthique et la citoyenneté organisationnelle de l'employé est mieux représentée par un modèle dans lequel l'effet est complètement médié par la satisfaction professionnelle et l'engagement affectif. L'article s'achève par une analyse des implications des résultats et par des propositions de pistes de recherche future.

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The Role of Ethics and Social Responsibility in Organizational Success: A Spanish Perspective

Abstract: marketing ethics, ethical decisions, ethical judgments,

Cited by 73 publications

References 79 publications

A feedback-based model for CSR assessment and materiality analysis

A feedback-based model for CSR assessment and materiality analysis

Performance satisfaction, shareholder and stakeholder orientations: Managers´ perceptions in three countries across continents

Employee Organizational Citizenship Behaviour: The Direct and Indirect Impact of Ethical Leadership

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