In this chapter, I analyze the notion of corporate responsibility from the person-centric perspective. I offer a four-dimensional exposition in terms of which I examine the…
Abstract
In this chapter, I analyze the notion of corporate responsibility from the person-centric perspective. I offer a four-dimensional exposition in terms of which I examine the corporate moral personhood view. These four dimensions are explained and critiqued to arrive at a definition of moral responsibility and status appropriate to corporations. I suggest that a corporation cannot be construed as a person in the sense in which individuals are persons. Since a corporation cannot be an independently existing entity, it cannot have an independent moral personality of its own as individual persons have. Therefore, I argue that a reasonable construal of corporate moral personhood has to exploit a different point of view altogether. With this difference of standpoint, I develop what is called the institutional personhood view. I argue that corporations do acquire a sort of collective institutional moral personality.
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In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of…
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In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.
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Peter French has worked as a police officer and chief inspector for over 30 years. His experience in dealing with drug‐related crimes and a recent visit to the States has…
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Peter French has worked as a police officer and chief inspector for over 30 years. His experience in dealing with drug‐related crimes and a recent visit to the States has convinced him that the UK needs more, not less, criminal justice interventions. Drug Courts, he argues, increase treatment retention and offer greater flexibility to help people stay the course. Though they work for the US, with up to 75% success rates, will they work for the UK? Find out why Peter French thinks they will, with bells on.
Oswald A. J. Mascarenhas, Munish Thakur and Payal Kumar
This chapter addresses one of the most crucial areas for critical thinking: the morality of turbulent markets around the world. All of us are overwhelmed by such turbulent…
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Executive Summary
This chapter addresses one of the most crucial areas for critical thinking: the morality of turbulent markets around the world. All of us are overwhelmed by such turbulent markets. Following Nassim Nicholas Taleb (2004, 2010), we distinguish between nonscalable industries (ordinary professions where income grows linearly, piecemeal or by marginal jumps) and scalable industries (extraordinary risk-prone professions where income grows in a nonlinear fashion, and by exponential jumps and fractures). Nonscalable industries generate tame and predictable markets of goods and services, while scalable industries regularly explode into behemoth virulent markets where rewards are disproportionately large compared to effort, and they are the major causes of turbulent financial markets that rock our world causing ever-widening inequities and inequalities. Part I describes both scalable and nonscalable markets in sufficient detail, including propensity of scalable industries to randomness, and the turbulent markets they create. Part II seeks understanding of moral responsibility of turbulent markets and discusses who should appropriate moral responsibility for turbulent markets and under what conditions. Part III synthesizes various theories of necessary and sufficient conditions for accepting or assigning moral responsibility. We also analyze the necessary and sufficient conditions for attribution of moral responsibility such as rationality, intentionality, autonomy or freedom, causality, accountability, and avoidability of various actors as moral agents or as moral persons. By grouping these conditions, we then derive some useful models for assigning moral responsibility to various entities such as individual executives, corporations, or joint bodies. We discuss the challenges and limitations of such models.
Hays Chemical Distribution Ltd has strengthened the sales force within its Colour and Special Chemicals business unit with the appointment of two new technical representatives.
Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some…
Abstract
Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.
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In most industries, the question of whether or not to shut down for cleaning and maintenance to be carried out simply doesn't arise. Vital production cannot be sacrificed and the…
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In most industries, the question of whether or not to shut down for cleaning and maintenance to be carried out simply doesn't arise. Vital production cannot be sacrificed and the alternative of closing down selected areas in rotation is only viable if those areas need to be closed for some other purpose, such as overhauling machinery or the installation of new plant. Cleaning and maintenance is an essential service for industry as a whole, but at a difficult time for British Industry as a whole, it cannot be allowed to disrupt production.
In 2006 the German-based electronics company Siemens faced widespread corruption and bribery allegations. Investigations of the German state attorney’s office disclosed an amount…
Abstract
In 2006 the German-based electronics company Siemens faced widespread corruption and bribery allegations. Investigations of the German state attorney’s office disclosed an amount of more than 2.3 billion of suspicious payments to foreign governments (Schubert & Miller, 2008). It turned out that Siemens had bribed governmental officials in order to secure contracts and to obtain favorable conditions over more than three decades (Schmidt, 2009). Though Siemens had a clearly stated anticorruption policy this did not prevent the company from getting involved in one of the largest corporate scandals in German business history.
A deeper analysis of the scandal reveals at least four fundamental shortcomings which enabled the corrupt practices on all organizational levels. First, most of the managers saw no alternatives to secure their foreign business, especially in countries where bribery payment has been a widespread practice. Second, the managers had created misguided bonds of loyalty believing that personal engagement in the corruption scheme was part of their dedication to the company. Third, due to corporate routines and commonly accepted practices, most managers lacked a clear sense of reality seeing corruption as part of the regular business at Siemens. Fourth, poor governance structures and a lack of clear regulations for doing business in a corrupt environment made it easier for managers to bypass official regulations.