Why moral failures precede financial crises

Weitzner, David; Darroch, James L.

doi:10.1108/17422040910938640

Cited by 25 publications

(26 citation statements)

References 8 publications

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“…These include inclusive terms such as corporate responsibility, corporate citizenship, sustainability, and corporate social performance. While these terms are used synonymously by many, others argue corporate sustainability is a subset of CSR (Agle et al, 1999;Graves and Waddock, 1994;Turban and Greening 1997), CSR is a subset of ethics (Argandona and von Weltzien Hoivik 2010;Weitzner and Darroch, 2009), CSR is a micro-economic translation of sustainable development (Koleva, 2005), while others state it is a unique function within business (Votaw, 1972). Still others look to CSR as a term that does not need universal definition (Campbell, 2007;Palazzo and Scherer, 2006).…”

Section: Introductionmentioning

confidence: 95%

The Meaning of Corporate Social Responsibility: The Vision of Four Nations

2010

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Section: Introductionmentioning

confidence: 95%

The Meaning of Corporate Social Responsibility: The Vision of Four Nations

2010

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“…Analyses of the crisis's antecedents attribute its causes to styles of leadership characterised by hubris (Coleman & Pinder, 2010;Weitzner & Darroch, 2009), greed (Hargie et al, 2010;Tett, 2009;Liu; and the symbolic violence of neo-liberal leadership in the global banking sector (Kerr & Robinson, 2012).…”

Section: The Research Contextmentioning

confidence: 99%

Constructing Women’s Leadership Representation in the UK Press During a Time of Financial Crisis: Gender capitals and dialectical tensions

Elliott

Stead

2017

Organization Studies

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A continuing challenge for organizations is the persistent underrepresentation of women in senior roles, which gained a particular prominence during the global financial crisis (GFC).The GFC has raised questions regarding the forms of leadership that allowed the crisis to happen and alternative proposals regarding how future crises might be avoided. Within this context women's leadership has been positioned as an ethical alternative to styles of masculinist leadership that led to the crisis in the first place Through a multimodal discursive analysis this article examines the socio-cultural assumptions sustaining the gendering of leadership in the popular press to critically analyse how women's leadership is represented during the GFC of 2008-2012. Highlighting the media's portrayal of women's leadership as a gendered field of activity where different forms of gender capital come into play, we identify three sets of dialectics: women as leaders and women as feminine, women as credible leaders and women as lacking in credibility, and women as victims and women as their own worst enemies. Together, the dialectics work together to form a discursive pattern framed by a male leadership model that narrates the promise of women leaders, yet the disappointment that they are not men. Our study extends understandings regarding how female and feminine forms of gender capital operate dialectically, where the media employs feminine capital to promote women's positioning as leaders yet also leverages female capital as a constraint. We propose this understanding can be of value to organizations to understand the impact and influence of discourse on efforts to promote women into leadership roles

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“…Evidence from both the recent financial collapse and earlier similar situations demonstrates that moral failures precede financial crises (Weitzner and Darroch 2009); given that we as a society do not wish to stifle future innovations in the financial sector, better corporate governance becomes a critical task.…”

Section: What Should Corporate Boards Be Looking For?mentioning

confidence: 97%

Corporate Governance as Part of the Strategic Process: Rethinking the Role of the Board

Weitzner

Peridis

2011

J Bus Ethics

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Managers are most likely to turn to the board of directors for guidance during a period of crisis. But can good corporate governance prevent an organization from reaching that critical point in the first place? In light of the recent global financial crisis, this question has become all the more pressing, and so to prevent future crises, we argue that corporate boards of directors need to be keenly aware of the potential social harms that might arise from the value-creating activities of the firm they are tasked with monitoring. Boards of directors must be vigilant in understanding the firm's value proposition, perceiving the potential harms that managers tend to overlook, and inserting themselves into the strategy-making process. We offer a typology of scenarios involving potential social harm and benefit and analyze when boards of directors must take a more active role in shaping firm strategy despite resistance from management.

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Why moral failures precede financial crises

Cited by 25 publications

References 8 publications

The Meaning of Corporate Social Responsibility: The Vision of Four Nations

The Meaning of Corporate Social Responsibility: The Vision of Four Nations

Constructing Women’s Leadership Representation in the UK Press During a Time of Financial Crisis: Gender capitals and dialectical tensions

Corporate Governance as Part of the Strategic Process: Rethinking the Role of the Board

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