Toward A Unified Conception Of Business Ethics: Integrative Social Contracts Theory

Donaldson, Thomas; Dunfee, Thomas W.

doi:10.5465/amr.1994.9410210749

Cited by 1,111 publications

(656 citation statements)

References 42 publications

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“…The QP is simply a cultural difference if the QP does not cause harm and appears to be that culture's legitimate way of achieving some worthwhile business or social outcome. The QP is a potential ethics problem if it appears to harm someone, to violate a generally accepted ethical principle, such as the golden rule, human rights, justice, or the smell test (Burton and Goldsby, 2005) or to violate a hypernorm (Donaldson and Dunfee, 1994).…”

Section: Six Heuristic Questions For Mne Managersmentioning

confidence: 99%

Google in China: A Manager-Friendly Heuristic Model for Resolving Cross-Cultural Ethical Conflicts

2008

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Section: Six Heuristic Questions For Mne Managersmentioning

confidence: 99%

Google in China: A Manager-Friendly Heuristic Model for Resolving Cross-Cultural Ethical Conflicts

2008

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“…For example, according to Beauchamp and Bowie (1997) related rights, including the right to refuse hazardous work and the right of workers to contribute to workplace standards should be addressed. Similarly, Donaldson and Dunfee (1994) have argued that multinational enterprises (MNEs) should adopt adequate health and safety standards for employees and grant them the right to know about job-related health hazards. The risks associated with workplace hazards have been brought into sharp relief in many industries.…”

Section: Introductionmentioning

confidence: 99%

Hazardous Employment and Regulatory Regimes in the South African Mining Industry: Arguments for Corporate Ethics at Workplace

Eweje

2005

J Bus Ethics

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This study examines the ethical position and behaviour of multinational mining companies regarding hazardous employment and health and safety of employees in the South African mining industry. Mining companies have long had a reputation for being unethical on health and safety issues. Too often there are occurrences of fatal accidents, which bring the ethical behaviour of multinational mining companies into question. The litmus test for the mining companies is to devise benchmark standards that will reduce accidents tremendously at their place of operations. This study addresses this issue by examining measures and regulations set up to check the occurrences of mining accidents in South Africa. It follows that the remedy needs to be fundamental and thoroughgoing.

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“…The impressive research on stakeholder theory has proceeded along three, often confused, lines: the descriptive, the normative and the instrumental points of view (Donaldson and Dunfee, 1994;Donaldson and Preston, 1995;Friedman and Miles, 2006;Hendry, 2001). To these three interpretations, Freeman has added ''a fourth dimension, the metaphorical use of 'stakeholder''' (Freeman, 1994) which depicts the idea as ''a figure in a broader narrative about corporate life'' (Freeman, in Cooper and Argyris, 1998, p. 612).…”

Section: Introductionmentioning

confidence: 99%

The Stakeholder Model Refined

2008

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The popularity of the stakeholder model has been achieved thanks to its powerful visual scheme and its very simplicity. Stakeholder management has become an important tool to transfer ethics to management practice and strategy. Nevertheless, legitimate criticism continues to insist on clarification and emphasises on the perfectible nature of the model. Here, rather than building on the discussion from a philosophical or theoretical point of view, a different and innovative approach has been chosen: the analysis will return to the origin of stakeholder theory and will keep the graphical framework firmly in perspective. It will confront the stakeholder model's graphical representation to the discussion on stakeholder definition, stakeholder identification and categorisation, to re-centre the debate to the strategic origin of the stakeholder model. The ambiguity and the vagueness of the stakeholder concept are discussed from managerial and legal approaches. The impacts of two major shortcomings of the popular stakeholder framework are examined: the boundaries and the level of the firm's environment, and the ambivalent position of pressure groups and regulators. Working pragmatically, with a focus on the managerial and organisational perspective, an attempt is made to clarify the categorisations and classifications by introducing new terminology with a distinction between stakeholders, stakewatchers and stakekeepers. The analysis will finally lead to a proposed upgraded and refined version of the stakeholder model, with incremental ameliorations close to Freeman's original model and a return of focus to its essence, the managerial implications in a strategic approach

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Toward A Unified Conception Of Business Ethics: Integrative Social Contracts Theory

Cited by 1,111 publications

References 42 publications

Google in China: A Manager-Friendly Heuristic Model for Resolving Cross-Cultural Ethical Conflicts

Google in China: A Manager-Friendly Heuristic Model for Resolving Cross-Cultural Ethical Conflicts

Hazardous Employment and Regulatory Regimes in the South African Mining Industry: Arguments for Corporate Ethics at Workplace

The Stakeholder Model Refined

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