Economic criteria versus ethical criteria toward resolving a basic dilemma in business
ABSTRACT Today''s headlines suggest that economic criteria alone is the basis for business decision-making. This paper argues that while profitability is a legitimate end of business, it must be moderated by ethical considerations. But can business be both successfuland ethical? Practical examples highlight individuals who chose profitability over ethical responsibility and those who chose and continue to choose both. The authors propose that there is an ethical person profile. Corporate managers can resolve the profits vs ethics dilemma by modeling ethical behavior.
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ABSTRACT: Socially responsible investment is a rapidly emerging phenomenon within the field of personal investment. However, the factors that lead investors to choose socially responsible investment products are not well understood, especially in an Australian context. This study provides a comparative examination of conventional and socially responsible investors, with the aim of identifying such factors. A total of 55 conventional investors and 54 ethical investors participated in the study by completing mailed questionnaires about their investment and general behaviour and their attitudes and beliefs. Results indicated some important differences between socially responsible and conventional investors in their beliefs of the importance of ethical issues, their investment decision-making style, and their perceptions of moral intensity. These results support the notion that socially responsible investors differ in critical ways to conventional investors, and are discussed in terms of theoretical and practical implications.Journal of Business Ethics 05/2004; 52(1):11-25. · 0.96 Impact Factor
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ABSTRACT: Several theories exist on how managers think aboutethical responsibilities in a business environment.Some stress the economic way of thinking and explainwhy there is no space for moral reasoning in abusiness environment. Others claim that in a businessenvironment also moral considerations can play animportant role. In this article, we will explore theway managers have actually dealt with potentialdilemmas in organizational change processes,especially changes with drastic consequences foremployees. Do managers consider moral arguments? Dothey feel a moral responsibility towards theiremployees? And in what way do they include a moralresponsibility in the decision process and itsoutcomes? These questions were investigated throughcase studies in two organisations and interviews withsix managers in other companies. The framework whichis used in the research will be described and the mainresults of the field-research will be presented. Wedid find that managers actually strived to some extentfor fair and morally responsible solutions in dilemmasituations, but in another way then we expectedbeforehand. Managers did not base their acting onmoral arguments. Instead they used a more pragmaticapproach wherein acting in a morally responsible wayis based on strategic arguments, such as the positiveeffects for the organisation in the long run.International Journal of Value-Based Management 01/1997; 10(2):173-192.
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ABSTRACT: There is an intimate connection between socially responsible investment (SRI) and corporate social responsibility (CSR): faced with the demands of their investors, listed companies have started to adopt CSR strategies to comply with the demands of ethical fund managers and ethical index managers. This paper is an exploratory study of the obstacles to SRI among individual investors in Spain. Individuals and financial consultants were surveyed about their current investment strategies, their preferences as regards criteria and ethical strategies, and the perceived obstacles for the development of SRI. The findings unveil the factors leading to the limited development of the SRI Spanish retail market. The paper offers guidelines that can be used by Spanish financial consultants and foreign fund managers when approaching the Spanish market. Copyright © 2008 John Wiley & Sons, Ltd and ERP Environment.Corporate Social Responsibility and Environmental Management 01/2008; 16(1):1 - 14. · 1.45 Impact Factor