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Business Law, Public Responsibility, and Ethics
- Keyword
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- Attractiveness (1)
- Board capital (1)
- Board informal hierarchy (1)
- Board of directors (1)
- Competition (1)
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- Corporate hypocrisy (1)
- Corporate social responsibility (1)
- Director identity (1)
- Ethical orientation (1)
- Firm value (1)
- Legal origins (1)
- Media frame (1)
- Normative CSR (1)
- Organization citizenship behavior (1)
- Sex differences (1)
- Stakeholder orientation (1)
- Strategic CSR (1)
- Unethical negotiation (1)
- Unethical work behavior (1)
Articles 1 - 5 of 5
Full-Text Articles in Business
Does Ethical Orientation Matter? Determinants Of Public Reaction To Csr Communication, Kyujin Shim, Myojung Chung, Young Kim
Does Ethical Orientation Matter? Determinants Of Public Reaction To Csr Communication, Kyujin Shim, Myojung Chung, Young Kim
Research Collection Lee Kong Chian School Of Business
Employing an experiment study (N = 256), this study examines how individuals ethical orientation (deontology vs. consequentialism) and CSR message frame (normative vs. strategic) influence corporate hypocrisy perception and negative communication intentions toward a given company. Findings demonstrate that deontological ethical orientation and strategic CSR frame induce stronger corporate hypocrisy perception and negative communication intention than do consequential ethical orientation and normative CSR frame. In addition, deontological ethical orientation moderated the effects of CSR frames on negative communication intention toward the company. Implications for both public relations scholarship and practices are discussed.
When Feeling Good Feels "Wrong": Avoiding Hedonic Consumption When It Reflects Immoral Character, Stephanie C. Lin, Taly Reich, Tamar A. Kreps
When Feeling Good Feels "Wrong": Avoiding Hedonic Consumption When It Reflects Immoral Character, Stephanie C. Lin, Taly Reich, Tamar A. Kreps
Research Collection Lee Kong Chian School Of Business
In contrast to traditional mood repair motivations, we find that people desire to experience negative emotions in response to moral violations. Therefore, people avoid hedonic consumption after negatively valenced moral content, and feel uncomfortable when negatively valenced moral content is followed by hedonic frivolous content in social media contexts
Male Immorality: An Evolutionary Account Of Sex Differences In Unethical Negotiation Behavior, Margaret Lee, Marko Pitesa, Madan Pillutla, Stefan Thau
Male Immorality: An Evolutionary Account Of Sex Differences In Unethical Negotiation Behavior, Margaret Lee, Marko Pitesa, Madan Pillutla, Stefan Thau
Research Collection Lee Kong Chian School Of Business
Past research finds that men negotiate more unethically than women, others report comparable rates of unethical negotiation behaviors. Based on evolutionary psychology, we predict conditions under which sex differences in unethical negotiation behavior are more versus less pronounced. We theorize that greater levels of unethical behavior among men occur as a consequence of greater male intrasexual competition for mates. This suggests that more male unethical negotiation behavior should primarily emerge in situations associated with intrasexual competition. Using a two-wave survey design, Study 1 found a positive relationship between mating motivation and unethical negotiation behavior for male, but not female employees. …
Organisational Citizenship Behaviors Of Directors: An Integrated Framework Of Director Role-Identity And Boardroom Structure, Toru Yoshikawa, Helen Wei Hu
Organisational Citizenship Behaviors Of Directors: An Integrated Framework Of Director Role-Identity And Boardroom Structure, Toru Yoshikawa, Helen Wei Hu
Research Collection Lee Kong Chian School Of Business
While directors’ task boundaries are usually ambiguous, some of their activities or behaviors clearly constitute their formal duties, whereas others are usually perceived as organizational citizenship behavior (OCB). Applying identity theory, we present a theoretical model that demonstrates one of the key drivers for directors to engage in OCB with a focus on their role identity. We argue that an individual director’s role identity is one of the key factors that motivate directors to engage in OCB. Furthermore, we propose that two board-level contingencies, board capital, and informal board hierarchy order, can moderate the effect of directors’ role-identity salience on …
On The Foundations Of Corporate Social Responsibility, Hao Liang, Luc Renneboog
On The Foundations Of Corporate Social Responsibility, Hao Liang, Luc Renneboog
Research Collection Lee Kong Chian School Of Business
A firm’s corporate social responsibility (CSR) practice and its country’s legal origin are strongly correlated. This relation is valid for various CSR ratings coming from several large datasets that comprise more than 23,000 large companies from 114 countries. We find that CSR is more strongly and consistently related to legal origins than to “doing good by doing well”-factors, and most firm and country characteristics such as ownership concentration, political institutions, and degree of globalization. In particular, companies from common law countries have lower level of CSR than companies from civil law countries, and Scandinavian civil law firms assume highest level …