This paper explores the social, legal, and political issues Wal-Mart faces in each of the three North American countries and suggests reasons for the quite significant differences. It also issues a call to Business and Society scholars to add prescriptive work to the already large body of descriptive work that has been collected.

This paper investigates the degree to which corporate philanthropy is influenced by the extent to which a firm is internationalised and/or whether it hasoperations in one or more controversial countries. Utilising data on a sample of large UK firms, we find evidence of a positive effect not for internationalisation per se, but only for a presence in these controversial countries. More specifically, we find evidence that in this connection the salient feature of a country is a lack of political rights and/or civil liberties, rather than a presence of rampant corruption. Furthermore, this positive impact on charitable giving is restricted to a presence in only those countries that are, according to Freedom House indicators, most lacking (and so controversial) in this respect.

This paper develops the argument that the acquisition of responsible organizations can be a source of competitive advantage for acquiring firms. We arguethat corporate responsibility identity is a tacit and strategic resource because it is valuable, rare, non-imitable and non-substitutable. We postulate that organizational identity is a useful framework to better understand corporate responsibility identity. Finally, we argue that to capitalize on the acquisition of responsible organizations, acquiring firms must engage in critical self-reflexivity and be willing to modify their organizational identity.

In this paper, I seek to build a theoretical framework that explains how effectively different firms can use different types of corporate social responsibility (CSR)to influence stakeholders perceptions of and reactions to different types of errors. CSR affects the errors stakeholders notice, how they frame them, how they respond to them, and how quickly any punishment wanes. Ex ante and ex post CSR decrease the likelihood that stakeholders will notice some errors, improve the framing of those errors that are noticed, and decrease the magnitude and duration of stakeholder attacks sparked by those errors.

This short paper is designed to stimulate thinking about the broader philosophical and theoretical questions that sit behind our work in the ‘Business &Society’ area. It is not a fully developed paper, and was pitched as a discussion paper at the Merida conference. It currently stands as a collection of broad and preliminary thoughts about the potential for cross-fertilisation between those interested in critical theory and those researching ‘Business and Society.’ As such, many of the ideas and thoughts are not well referenced or justified. Feedback is invited as this paper is further developed.

This paper provides a case study of an unique initiative in corporate (SME) social responsibility which is too often overlooked in the academic study of “socialresponsibility of business in society” This case focuses on three specific points, 1) the role of an SME in social responsibility, 2) the role of a non-business trained entrepreneur and 3) the adaptation of social responsibility to a new and different socio-economic culture. This case presents the hypothesis that “a good socially responsible initiative provides an excellent insurance policy for the health of a business venture in a new culture internationally.

The purpose of this research stream is to explore why good people make bad choices.

In this paper, I offer a model of ethical choice based on the theory of planned behavior (Ajzen, 1991), multiattribute utility theory (Baron, 2000), and moral emotions (Haidt, 2003) that is an alternative to and provides more detail than the moral judgment process that is within Rest’s model. I suggest this ethical choice model better describes the ethical judgment process by incorporating compensatory judgment, specifying the use of deontological and teleological reasoning, and accounting for the influence of moral emotions. In doing so it represents an improved understanding of ethical choice in business.

This paper explores the psychological and sociological underpinnings of ethical behavior and their implications for ethics training. The author relies on priorwork done in the cognitive moral development field to point out that expectations for individual behavior defying corporate unethical practices are unrealistic. He suggests, instead, that the focus on improving ethical behavior in organizations should be on creating organizational cultures that support and demand moral behavior from members.

When it comes to the establishment of an ethical corporate culture, there appear to be at least two inter-related foundational requirements: (1) the existence of an explicit set of core ethical values; and (2) the presence of ethical leadership, i.e., an ethical ‘tone at the top.’ Some companies appear, however, to have been more successful than others when it comes to establishing an appropriate ‘tone at the top’, i.e., leaders who behave according to an explicit set of core ethical values. Building on previous values-based leadership research, this study examines the process of one Canadian-based firm’s initial efforts, following a series of embarrassing scandals and negative publicity, to inculcate values-based leadership via a set of core ethical values.

The purpose of this paper is to critique the main claim of the socially responsible (SR) investment industry: that through strategic investing, investors cantransform corporate power. I argue that businesses often respond to the demand by investors for short-term economic growth by making choices that run counter to the interests of corporate social responsibility; they reduce labor and material costs in ways that disrupt workers, communities, and the environment. I demonstrate my theoretical claims using data from the ten most common stocks selected by SR mutual funds. I call these stocks the SR Big Ten. A simple roll call of the SR Big Ten, as well as a thorough examination of each stock within it, reveals how problematic it is for individuals to rely on investments to transform the corporate world.

This paper uses post-structural theory to critically interrogate the question: Does business and society (B&S) scholarship benefit society? Overall I argue that B&S scholarship may make productive contributions to society, but that these are limited in serious ways. Specifically, I argue that B&S scholarship is limited by its engagement with neoclassical discourse which leads to a number of problematic assumptions about how it is linked to social good.

Today’s business students are tomorrow’s business leaders. To ensure they have skills in creating profitable, pro-social, ethical organizations, we need to consider alternative methods of teaching CSR. In this proposed symposium, we will present different approaches to international CSR/Service-Learning.

Teaching business ethics and corporate social responsibility should neither be misconstrued as a plea for moral rectitude, nor as a limited utilitarian recipe for managing public interest issues or stakeholders — as it too often is. Rather, teaching CSR should allow students to recognize corporations as social institutions so that they can gauge their impact on a social scale and better weigh the values that inform them.However, this vision of CSR training has not found many supporters in North American schools of management, even as the demand for ethics education continues to increase. Our paper endeavours to clarify the bipolar origins of the rising concern around ethics in the business world and how demand for more ethical corporate management is impacting demand for ethics education in management programs. We have noted that despite the intensity of demand, there is a great deal of skepticism and strong resistance to the integration of ethics and social responsibility into the education of management students. Therefore, while providing a preliminary assessment of ethical training in North American schools of management, we raise questions regarding current objectives and those that could be pursued. With these factors in mind, teaching choices that inspired the development of a new course in economic and social ethics can be presented and justified.

In this paper we examine many of the arguments contained in Milton Friedman’s classic essay, in the form of critiques linked with learning objectives forclassroom discussions.

This paper explores how meaningful learning in management education can occur when we keep our focus on classroom activities and strategies that fosterconceptual conflict, variation in instructional approaches, and accountability from both instructors and students for the learning process. To that end, we offer the DNA of learning metaphor. This metaphor makes explicit effective pedagogical practices and encourages instructors to take a more challenging and possibly transformative approach to their course design and classroom experiences.

This interactive teaching workshop explored what it means to “teach from the heart.” It adopted the format of the wisdom circle to ask participants to share peak teaching experiences so that they could reflect on what their stories reveal about their inner selves as teachers. The hope was that, by learning how to speak with their “authentic” voices, participants could gain the insight and courage needed to better connect with their students as co-learners.

Narrative analysis offers a compelling platform that organizations can use to engage with those whose world and worldview may be radically different. A narrative approach places stories as vehicles through which individuals, organizations, and groups socially construct their identity, culture, land, and their inter-relationships through time. Because part of the stakeholder approach includes consideration of stakeholders’ physical, relational, and ethical experiences, narratives hold great promise.

The presentation will illustrate an approach to teaching business ethics.

Due to continual challenges in their external environment, corporations are facing an increased demand for public participation and stakeholder inclusion. As aresult, companies are seeking ways to improve communication with their stakeholders. The emergence of the Internet has provided new corporate channelsfor offering information to stakeholders. This paper suggests that the information contained in company web pages reflects strategic information about the company. In addition to offering information to the public, web pages signal which issues a company holds as strategically important. The objective of this paper is to begin the process of examining how companies express their understanding of multiple stakeholder interests and their efforts to include stakeholders in their strategy documents. The theoretical premise of this paper draws from the strategic management and the stakeholder literatures. The empirical section examines the content of the web pages of two companies from the pulp and paper industry. Based on the results of meaning making analysis, we synthesize the content of the strategy documents with three dimensions: strategic actors, strategic activities, and strategic actions.