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This large‐scale exploratory research explores the manner in which various organizational types view their social obligations in terms of the tradeoffs (or potential symbioses) between economic and non‐economic (social) goals. Historically, this issue has been researched only in the context of business firms. Given the increased scope and visibility of nonprofit organizations, it becomes particularly relevant to explore a broad range of organizational types. To proceed with this research, this study proposes a 5‐class typology describing the organizational spectrum from the fully for‐profit to the fully nonprofit organizations. This paper also contributes to the emerging empirical research stream in the area by undertaking a systematic assessment of the way in which all organizational types value their economic versus social orientations as gauged by several measures. Across the two top executive levels, a regular progression of statistically significant differences are found between the five organizational types with respect to their social and economic orientations. A by‐product of this research is that we reveal how the economic or social orientation of organizations can be systematically investigated by undertaking large‐scale empirical studies with appropriately designed research instruments.

Through the use of an international business example where contract negotiations are involved, the authors illustrate how legal, perceptual, and cultural differences influence the ethical and moral reality confronting global business leaders. Absolutism and situational ethics are scrutinized within a case context to demonstrate how opposing views of ethical and moral reality can arise, particularly in a situation involving bribery. An extensive and intensive debate occurs between a purchasing VP of a large Korean company and the sales director of a small, entrepreneurial firm from the heartland of USA. Personal and cultural values are counterpoised through these two corporate agents in order to challenge the absolutist position of “right and wrong or black and white.”

This article offers a new way to conceptualize decision making in regard to ethical dilemmas and complex social issues. The framework provided here identifies steps essential to achieving the highest expected moral value. This process is complex but practical. The purpose is to help academics, students and practitioners in escaping from a simple black and white logic. The framework proposed here attempts to help analysts objectively assess the positives and the negatives associated with a given course of action in order to achieve the best possible outcome. All dilemmas have multiple solutions but too often we reach simple conclusions without addressing consequences. Clearly good moral intent can produce serious harm. Sometimes one may have to choose between the two; good moral intent versus good moral consequences

Chester Barnard and Frank Capra are twin US icons from the late 1930s. Both share thoughts, hopes and expectations regarding civilization and civility, man and humanity, rights and righteousness, morals and moral integrity. With Barnard, our intent is to identify his unique contributions regarding ethics and social responsibility. Barnard takes a strong stance on moral leadership and argues that effective leadership requires both “technical” and “responsible” skills. In looking at Frank Capra’s contributions, it is possible through his early work as a film director to see his concern for others and his belief that civilization can overcome its dark side. In It’s a Wonderful Life, Capra provides us with the ultimate citizen and moral leader in the form of George Bailey. In Barnardian terms, Bailey and Capra help all of us to discover that we too can make a positive difference.

Total quality management (TQM) has received considerable attention as a way to increase both the effectiveness and the efficiency of corporations (Bounds et. al., 1994; Grant, Shani and Krisnan 1994; Olian and Rynes 1991; Powell 1995; Ross 1993). Concerned primarily with the delivery of customer satisfaction, the proponents of quality and/or TQM (Deming 1986; Juran 1992; and Crosby 1979) have developed principles and procedures for achieving total quality and meeting multiple corporate goals. Empirical evidence regarding outcomes is mixed; success and failure case studies abound, statistical methodologies are questioned, and more rigorous empirical studies present some positive findings (Powell 1995). Some maintain that the reasons for the failure of TQM systems is incompatibility between existing Western management thought which is grounded in economic models, and the TQM paradigm, which evolved from statistical theory, and has its own set of assumptions (Grant, Shani and Krisnan 1994). Despite such mixed empirical results, TQM continues to be promoted and implemented. This is the beginning point for our examination of TQM. The TQ management paradigm is practiced in economically and culturally diverse environments, including those which embrace an economic perspective, complete with maximisation of shareholder wealth, self‐interest, rational decision makers, separation of ownership, and agency costs (Grant, Shani and Krishnan 1994).

Despite all the attempts developed so far to measure corporate social performance in the last decades, a standard metric for it is still missing. In this work, the author tries to understand why is this the case. To do so, the author has reviewed 69 relevant metrics developed in the literature since the 1970s until today, covering approaches based on social, reputational, and environmental ratings, as well as several others constructed ad hoc by reputated scholars. The author analyzes each of them through a double optics, checking if they meet the minimum requirements to be considered standard and truly social. The research reveals that the main factor that prevents such a standard is the lack of truly social orientation of the existing metrics.

Much has been written about the works of Chester I. Barnard and Frederick W. Taylor but little attempt has been made by scholars to compare Barnard and Taylor. Barnard is a successor of Taylor and this may be one of the reasons why there has been a reluctance to place them side‐by‐side. The purpose of this paper is to capture the similarities and differences that existed in the thinking of these two individuals who greatly influenced management thinking during the twentieth century.

What can and should we do as managers when our sense of personal morality is at odds with our organization's strategic thrust? There are essentially seven types of strategic responses based on game theory, philosophy, and everyday pragmatics: Avoid thinking about it; obey; leave; conscientiously object; secretly go outside the company to the press or government; publicly go outside the company to the press or government; or negotiate and build a consensus for a change in strategic management. The seven case studies below offer examples of each of these choices.

Research findings indicate that there is positive relationship between corporate social responsibility (CSR) and company's reputation but relationship between CSR and company's profitability has not been explored in the Indian context. CSR level of business firms in India is increasing in terms of both amount of the disclosure and the number of participating firms. Therefore the purpose of this paper is to explore the link between good financial performance measure and other indicators of corporate responsibility. This paper also aims at studying the trend of disclosure of CSR reporting by Indian companies.

This study seeks to investigate the relationship between ethical commitment and financial performance over the four‐year period, through statistical regression and correlation analysis. Studies of few Indian companies who have successfully implemented CSR initiatives have also been analyzed to investigate the level and nature of engagement of Indian companies in social responsibility initiatives.

It has been reported that there is little evidence that companies with a code of ethics would generate significantly more economic value added (EVA) and market added value (MVA) than those without codes.

Indian corporations need to develop a proper strategy to integrate CSR goals with stockholders' goals. Top management should create a dedicated CSR team, which should identify the core areas of CSR and strengthen internal practices such as corporate governance, transparency and disclosure issues.

In the Indian context very few studies have analyzed the linkages between CSR and Organizational profitability. This article presents a new approach to correlate the relationship between CSR and Organizational profitability in terms of EVA and MVA.