دانلود کتاب R. Edward Freeman’s Selected Works on Stakeholder Theory and Business Ethics (Issues in Business Ethics, 53)

فهرست مطالب :

About Ed Freeman as a Scholar and a Person: An Introductory Essay to R. Edward Freeman’s Selected Works – Including Personal Stories from Some Very Special People, and a Reader’s Guide to the Book
About R. Edward Freeman as a Scholar and a Person
Some Personal Stories from Some Very Special People
Overview of the Book
Contents
About the Editors
Part I: Stakeholder Theory
Chapter 1: The Problems That Stakeholder Theory Tries to Solve
1 Stakeholder Theory: The Basic Mechanics
2 The Friedman Problem: Business as Markets and Maximizing Shareholder Value
3 The Jensen Move: Business as Agency
4 Porter’s Strategy: Business as Competitive Strategy
5 The Williamson Result: Business as Transaction Cost Economizing
6 Business as Entrepreneurial Opportunity: Basic Ideas of Stakeholder Theory
7 The Stakeholder Mindset
8 Conclusion
References
Chapter 2: Stakeholder Management: A Case Study of the U.S. Brewers Association and the Container Issue
1 A Stakeholder Framework for Management
2 The Stakeholder Management Process
2.1 The USBA and the Container Issue: A Short History
2.1.1 Phase 1: Assess Corporate Objectives
2.1.2 Phase 2: Assess Stakeholder Influence
2.1.3 Phase 3: Explain Stakeholder Behavior
2.1.4 Phase 4: Design Stakeholder Strategies
2.1.5 Phase 5: Define Integrated Corporate Stakeholder Strategy
3 Stakeholder Management Philosophy
3.1 Develop a Generalized Marketing Approach
3.2 Define a Stakeholder Negotiation Process
3.3 Establish a Proactive, Risk-Taking Decision Philosophy
3.4 Redesign the Resource Allocation Process
4 Conclusions
Chapter 3: Stakeholder Management: Framework and Philosophy
1 Introduction
2 The Stakeholder Framework
3 The “Rational” Level: Stakeholder Maps
4 The “Process” Level: Environmental Scanning and the Like
5 The “Transactional” Level: Interacting with Stakeholders
6 The Stakeholder Philosophy: A Plea for Voluntarism
7 Summary
References
Chapter 4: Theory Building in Strategic Management
1 Introduction
2 Fundamental Contexts for Substantive Issues
3 The Need for a Framework
4 A Classification Framework
4.1 The Task Dimension: Strategic Decisions
4.2 The Decision Level Dimension
4.3 The Decision Purpose Dimension: Content and Process
4.4 The Decision Context Dimension
4.5 Putting the Pieces Together
5 Some Examples of the Use of the Framework
5.1 Strategic Business Unit Definition
5.1.1 Decision Dimension
5.1.2 Decision Level Dimension
5.1.3 Purpose Dimension
5.1.4 Context Dimension
5.2 Strategic Control and Stakeholder Management
6 Putting the Framework Together
7 Conclusions
References
Chapter 5: The Politics of Stakeholder Theory: Some Future Directions
1 Introduction
2 Goodpaster’s Argument
The Separation Thesis
3 Normative Cores
4 The Doctrine of Fair Contracts
The Stakeholder Enabling Principle
The Principle of Director Responsibility
The Principle of Stakeholder Recourse
5 Conclusion
Chapter 6: A Feminist Reinterpretation of the Stakeholder Concept
1 Introduction
2 A Survey of Some Masculine Metaphors Behind the Stakeholder Concept
2.1 Corporations are Autonomous Entities
2.2 Companies Should Enact and Control Their Environment
2.3 The Metaphors of Conflict and Competition Best Describe How Firms Should Be Managed
2.4 Strategy Formulation Should Be Objective
2.5 Power and Authority Should Be Embedded in Strict Hierarchies
3 A Feminist Reading of the Stakeholder Concept
3.1 Corporations as Webs of Relations Among Stakeholders
3.2 Corporations Should “Thrive on Chaos” and Environmental Change
3.3 Replacing Conflict and Competition with Communication and Collective Action
4 Strategy as Solidarity
4.1 Replace Hierarchy with Radical Decentralization and Empowerment
5 Conclusions
References
Chapter 7: Stakeholder Theory: A Libertarian Defense
1 Introduction
2 Stakeholder Theory
3 Libertarian Arguments
4 Some Libertarian Arguments for Stakeholder Theory
5 From “Stakeholder Theory” to a Libertarian Stakeholder Capitalism
References
Chapter 8: Business Ethics and Health Care: A Stakeholder Perspective
1 Introduction
2 The Changing Nature of the Health Care Business
3 Stakeholder Capitalism
4 Stakeholder Capitalism as a Framework for Reform
References
Chapter 9: A Names-and-Faces Approach to Stakeholder Management: How Focusing on Stakeholders as Individuals Can Bring Ethics and Entrepreneurial Strategy Together
1 The State of Stakeholder Theory: An Impetus for a New Direction
2 A Names-and-Faces Approach
2.1 Hertz Gold: The High Cost of Individualized Relationships?
2.2 Defining a Names-and-Faces Approach
3 Names and Faces: Lessons from Mass Customization
3.1 Intense, Individual, and Lasting Relationships
3.2 Modular Design
3.3 Flexible Delivery Systems
4 What Are the Limitations of This Approach?
5 Summary and Conclusion
References
Chapter 10: Enhancing Stakeholder Practice: A Particularized Exploration of Community
1 Introduction
2 The Problem of Community
3 Defining Community
3.1 Geography, Interaction, and Identity
4 Communities of Place
5 Communities of Interest
6 Virtual Advocacy Groups
7 Communities of Practice
8 Coming to Grips with “Community”: Implications for Stakeholder Theory
9 Conclusion
References
Chapter 11: Corporate Social Responsibility: A Critical Approach
1 Why Corporate Social Responsibility Is Not a Useful Idea
1.1 The History of Corporate Social Responsibility Is a History of Economics
1.2 Milton Friedman’s Argument Led to More Theories About the Essentially Economic Role of the Corporation
1.3 Our Business Rhetoric: “Capitalism: Love It or Leave It”
1.4 Corporate Social Responsibility Is Inherently Conservative
1.5 Corporate Social Responsibility Promotes Incompetence
1.6 Business and Society Are Not Separable
1.7 Rights and Responsibilities Are Only Part of the Issue
2 Toward a New Conversation
2.1 The Stakeholder Proposition
2.2 The Caring Proposition
2.3 The Pragmatist Proposition
References
Chapter 12: A New Approach to CSR: Company Stakeholder Responsibility
1 The Problem: Has the Idea of Corporate Social Responsibility Outlived Its Usefulness?
2 A Brief History of the Stakeholder Idea
3 Four Levels of Commitment to the Stakeholder Approach
3.1 Level 1: Basic Value Proposition
3.2 Level 2: Sustained Stakeholder Cooperation
3.3 Level 3: An Understanding of Broader Societal Issues
3.4 Level 4: Ethical Leadership
4 Ten Principles of Company Stakeholder Responsibility
5 A New CSR: Company Stakeholder Responsibility
References
Chapter 13: Corporate Citizenship and Community Stakeholders
1 Introduction
2 Corporate Citizenship and Community Stakeholders
3 Stakeholders and Global Citizenship
4 Corporate Citizenship, Stakeholder Theory and Philanthropy
5 Obligations of Stakeholder Fairness
6 A Typology of Community Engagement
6.1 Community Creators
6.2 Community Builders
6.3 Community Good Citizens
6.4 Community Apathetic Citizens
6.5 Community Exploiters or Destroyers
7 Conclusion
References
Chapter 14: Managing for Stakeholders and the Purpose of Business
1 Introduction
2 The Purpose of Business: A Brief History
3 Managing for Stakeholders
4 Stakeholders and Stakes
5 The Evidence Supports Managing for Stakeholders
6 The Responsibility of the Executive in Managing for Stakeholders
7 Conclusion
Chapter 15: Managing for Stakeholders: Trade-Offs or Value Creation
1 The Basic Idea
2 Summary
References
Chapter 16: Five Challenges to Stakeholder Theory: A Report on Research in Progress
1 Introduction
2 What Is Stakeholder Theory?
3 Stakeholders and Stakes
4 The Total Performance Challenge
5 The Stakeholder Accounting Challenge
6 The Behavioral Stakeholder Theory Challenge
7 The Public Policy Challenge
8 The Ethical Theory Challenge
9 The Argument from Consequences
10 The Argument from Rights
11 The Argument from Character
12 The Pragmatist’s Argument
13 Conclusion
References
Chapter 17: A Puzzle About Business Ethics
1 Part I
2 Part II
3 Data Availability Statement
Part II: Business Ethics and Humanities
Chapter 18: Orwell and Organizations
1 Introduction
2 Different Reading
3 Modern Organizations and Management
4 Conclusion
Chapter 19: The Ethics of Greenmail
1 Two Case Studies
1.1 The Raid on Gulf
1.2 The Greening of M-I-C-K-E-Y M-O-U-S-E
1.3 Some Proposals for Reform
2 The Meaning of Greenmail
3 Is Greenmail Morally Wrong?
3.1 Stockholders
3.2 Stakeholders
4 Are Hostile Takeovers Morally Wrong?
4.1 The Agency Condition
4.2 The Rights Claims of Management
5 Summary
References
Chapter 20: Airline Horror Stories Indicate an Ethical Problem
Chapter 21: Healthy Tension Between Business and News Media
Chapter 22: The Revolution in Management
1 Ethics and Strategy
1.1 AT&T and Divestiture
1.2 Corporate Pac-Man: Bendix, Martin Marietta, and Allied
1.3 The Excellent Companies
1.4 So What?
2 A Brief Summary of Our View
3 The Attack on the Corporation
4 The Attack on Corporate Strategy
5 The Concept of Corporate Strategy
5.1 Strategy As Purpose
6 The Problem: Linking Ethics and Strategy
References
Chapter 23: Values and the Foundations of Strategic Management
1 Introduction
2 The Attack on Corporate Strategy
3 The Harvard Policy Model
3.1 Interpreting Andrews’ Arguments
4 Values
4.1 Values and Actions
4.2 Moral Values and Corporate Morality
4.3 Reprise on Values and Strategy
5 The Good Faith Requirements
5.1 Good Faith and Action
5.2 Andrews and Good Faith
5.3 Good Faith and the CEO: One Limitation of (GF)
5.4 Social Responsibility and Good Faith
5.5 Values and Rational Action
6 The Harvard Policy Model and Theories of Corporate Morality
6.1 Moral Values and the Managerial View of Corporate Morality
6.2 Stakeholders and the Managerial View: The Punch Line
7 Value Free Hypotheses
7.1 The Irony
8 Conclusions
References
Chapter 24: Let’s Disband The Academy of Management
1 Introduction
2 Let’s Stop Being Scientists
3 Let’s Stop Being Ethicists
4 Let’s Stop Being Anti-intellectual
5 Let’s Be Crits
Chapter 25: Business Ethics: A Literary View
1 Ethics and Business Ethics
2 The Scholarly Response
3 Business Ethics With a Literary Base
4 Effects on Business Education
Chapter 26: Business, Ethics and Society: A Critical Agenda
1 The Current Vocabulary
1.1 Business and Society and the Search for Legitimacy
1.2 Business and Society and the Legitimacy of Business Schools
1.3 Business and society and the Legitimacy of Business
1.4 Redescribing Business and Society, Business Schools, and Business
2 Redescribing Business
3 A More Critical Approach
3.1 A Critical Analysis of the Business Disciplines
3.2 Understanding Race, Gender and Culture in Business and Society
3.3 Understanding Management as an Art, and Management Theory as Criticism
References
Chapter 27: Business As a Humanity: Epilogue
1 Seeing Business as a Humanity
2 A Stylized History of Business Schools
2.1 The Formative Period
2.2 The Scientific/Modem Period
2.3 The Porter/Peters Era
3 The Functions of a Professional School
4 Suggestions for the Future
4.1 The Curriculum of Business Schools
4.2 The Faculty
4.3 The Students
4.4 Institutions
5 Conclusion
Chapter 28: The “Business Sucks” Story
References
Chapter 29: The Relevance of Richard Rorty to Management Research
References
Chapter 30: Business as a Human Enterprise: Implications for Education
1 A Brief History of Business Schools in the United States
2 Recent Critiques of Business Education
3 Business as a Human Institution
4 Rescuing Business Education
5 An Agenda for Change
6 Conclusion
Chapter 31: Business School Research: Some Preliminary Suggestions
1 Introduction
2 The Critique of Business Schools
2.1 Jeffrey Pfeffer and Christina Fong
2.2 Henry Mintzberg
2.3 Sumantra Ghosal
3 Three Connected Problems
3.1 The Problem of Research
3.2 The Problem of The Separation Fallacy
3.2.1 The Open Question Argument
3.3 The Problem of Business Knowledge
4 Pluralism and Five Modes of Research
4.1 Formal Theory Mode
4.2 The Statistical Empirical Mode
4.3 Clinical Empirical Mode
4.4 Narrative Theory Mode
4.5 Creative Mode
5 The Open Texture of Business Knowledge
6 Rediscovering the Disciplines of Business
7 Summary and Conclusions
References
Chapter 32: Teaching Business Ethics in the Age of Madoff
1 Business Ethics: A Brief History
2 The Role of Scandal
3 The Role of Business Schools
4 Teaching in the Age of Madoff
Chapter 33: The Impossibility of the Separation Thesis: A Response to Joakim Sandberg
References
Chapter 34: Creating Ties That Bind
1 Two Problems in Business Ethics
1.1 The Problem of Integration
1.2 The View from Nowhere
2 Hypernorms and Entanglement
3 Extending ISCT
3.1 The Primacy of Framing and Sensemaking
3.2 The Role of Background Narratives
3.3 Moral Imagination and Reflective Equilibrium
3.4 The Role of Disagreement
4 Conclusions
References
Chapter 35: Remoralizing the Debate
Chapter 36: Values, Authenticity, and Responsible Leadership
1 Introduction
2 The Essential Self and the Problem of Authenticity
3 The Poetic Self: Enlargement, Connection, and Aspiration
4 The Poetic Self and Responsible Leadership: Creating Self and Community
References
Chapter 37: Values and Poetic Organizations: Beyond Value Fit Toward Values Through Conversation
1 Introduction
2 The “Value Fit” Approach
2.1 Living the Values or Not
2.2 Value Fit or Not
3 Poetic Organizations and Values Through Conversation
3.1 Introspective Values
3.2 Historical Values
3.3 Connectedness Values
3.4 Aspirational Values
4 Values and Organizational Authenticity: A Brief Conclusion
References
Chapter 38: Leveraging the Creative Arts in Business Ethics Teaching
1 Introduction
2 Literature and Theater Courses
3 Leverage Points
3.1 Connection to Self
3.2 Connection to Complexity
3.3 Connection to Each Other
4 What the Students Tell Us
5 Leveraging Key Design Principles
5.1 The Power of Narrative
5.2 Exercising the Creative Muscles
5.3 The Role of Attention
5.4 Collaboration and Trust
6 Conclusion
References
Chapter 39: Practicing Human Dignity: Ethical Lessons from Commedia dell’Arte and Theater
1 Introduction
2 Human Dignity in Organizations
3 The Commedia dell’Arte Case
3.1 The Mask: Enabling Dignity by Fostering Creativity from the Inside
3.2 The Canovaccio (‘Plot on Canvas’): Creating Shared Meaning
3.3 The Commedia dell’Arte Company: Recognizing the Complexity of the Human Person
3.4 The Capo Comico (‘Chief Comedian’): A Leader Among Peers
3.5 The Lazzi (‘Sight-Gags, Jokes’): Embracing Improvisation as a Regular Practice
4 The Darden Case: Theater and Collaboration in Executive Education
4.1 Becoming a Character
4.2 Believability
4.3 Telling a Story
4.4 Human Sculptures
4.5 Safety to Fail
5 Summary
References
Chapter 40: Ethics and the Algorithm
Chapter 41: Which Rules Are Worth Breaking?
Chapter 42: A Pragmatist Approach to Business Ethics Research
1 Introduction
2 A Brief History and Key References
3 What Do Pragmatists Believe?
3.1 All “Theory” Is Based in Experience and Practice
3.2 Most Dualisms and Dichotomies Are at Best Misleading
3.3 Framing and Language Use Is Central to Understanding the World
3.4 Hope and Freedom Should Be the Goals of Discourse Rather Than “Truth”
4 Pragmatism, Positivism, and Business Ethics
4.1 Practice-Focused Research
4.2 Bringing Back Knowing-How
4.3 Fetish Around Perfect Definitions
4.4 Seeing Problems from the Inside
5 Conclusion
References
Chapter 43: Profit and Other Values: Thick Evaluation in Decision Making
1 Introduction
2 Values for Stakeholder Theorists and Profit Maximizers
3 Thick Evaluation in Decision Making
3.1 Thick Evaluation in Business
3.2 Thick Evaluation in Managerial Decision Making
3.3 Managerial Competence with Thick Concepts
4 Profit as a Thick Concept
5 Consequences for Profit Maximizers and Stakeholder Theorists
5.1 Consequences for Profit Maximizers
5.2 Consequences for Stakeholder Theorists
6 Conclusion
References
Chapter 44: Unethical, Neurotic, or Both? A Psychoanalytic Account of Ethical Failures Within Organizations
1 Introduction
2 Neurotic Processes and Ethical Decision Making Within Organizations
2.1 Some Effects of Neuroses Within Organizations
3 Five Forms of Neurotic Ethical Failures
3.1 (Dramatic) Neurotic Ethical Failure #1: “The Rules Do Not Apply to Me”
3.2 (Compulsive) Neurotic Ethical Failure #2: “The Tyranny of Goals”
3.3 (Paranoid) Neurotic Ethical Failure #3: “Us Versus Them”
3.4 (Schizoid) Neurotic Ethical Failure #4: “Just Leave Me Alone. I Am Not Interested”
3.5 (Egocentric Blindness) Neurotic Ethical Failure #5: “See Only What You Want to See”
4 Organizational Strategies to Mitigate Neuroses
4.1 Managing Business Acknowledging the Complexity of Human Motivations and the Role of Emotions
4.2 Developing a Values Conversation Within Organizations, Enabling Individual Self-Realization
4.3 The Business Ethicist as a Facilitator of the Values Conversation
5 Conclusion: Insights from Psychoanalysis on the Sources of Ethical Failures
References
Part III: Stakeholder Capitalism
Chapter 45: The Myth of Cowboy Capitalism
1 Stakeholders and Stockholders
2 A Shared Sense of Fate
3 Cowboy Capitalism
4 The Real Problem of Competitiveness
Chapter 46: Understanding Stakeholder Capitalism
1 Background
2 False Choice
3 Four Principles
4 Stakeholder Co-operation
5 Complexity
6 Continuous Creation
7 Emergent Competition
Chapter 47: Stakeholder Capitalism and the Value Chain
1 Introduction
2 Stakeholder Capitalism: A Synopsis
3 The Evolution of the Value Chain
3.1 Value Creation vs. Value Capture
3.2 Exit, Voice and Loyalty
3.3 The Role of Architecture
3.4 Inclusion of Employees and Communities
4 Operationalizing the Stakeholder Value Chain
4.1 Managing Discrete Stakeholder Transactions
4.2 Managing the Context of Stakeholder Relationships
4.2.1 The Assumption of Goodwill
4.2.2 Value Creation Dominates Value Capture
4.2.3 Maintaining the Commons
4.2.4 Communities of Stakeholder Interaction
4.2.5 The Corporation as Mere Means
5 Conclusions
References
Chapter 48: Toward a Life Centered Ethic for Business
1 Introduction
2 Pascal’s Wager
2.1 Our Children’s Future: A Wager
3 The Problem of Mindsets
4 Three Strategies for a New Narrative
4.1 The Status Quo Strategy and the Ethic of Conservation
4.2 The Enriched Business Discourse and Stakeholder Capitalism
4.3 The Enriched Moral Discourse Strategy and Contextual Ethics
5 A Life-Centered Ethic for Business
Chapter 49: Create a New Story About Business
1 The First Step
2 A New Set of Ground Rules
3 Putting It All Together
4 A Quiet Settlement?
5 Long and Difficult Work
6 Vision Into Reality
Chapter 50: Business Ethics at the Millennium
1 Introduction
2 The Role of Stakeholder Theory
3 The Separation Thesis and the Responsibility Thesis
4 Stakeholder Theory as Managerial
5 Four Managerial Problems
6 Toward a New Understanding of Capitalism
7 The Role of Business, Ethics, and Society Scholars
Chapter 51: Poor People and the Politics of Capitalism
References
Chapter 52: Bowie’s Ethics: A Pragmatist Perspective
1 Introduction
2 B Kantian Pragmatism
3 The Humanity of Stakeholders
4 Kant, Bowie and Corporate Strategy
4.1 Principle of Complexity
4.2 The Principle of Respect for Persons
4.3 The Principle of Respect for Communities
4.4 The Principle of Stakeholder Cooperation
4.5 The Principle of Stakeholder Engagement
4.6 The Principle of Stakeholder Responsibility
References
Chapter 53: Short Term vs. Long Term: A Skeptical View … and an Alternative
Chapter 54: Responsible Capitalism: Business for the Twenty-First Century
1 Introduction
2 Some Partial Solutions
3 Stakeholder Theory and the Basics of Business
3.1 The Unit of Analysis Assumption
3.2 The Interdependence of Stakeholders Assumption
3.3 The Complexity of Human Motivation Assumption
4 Responsible Capitalism
4.1 Responsibility Criterion
4.2 Voluntary Collaboration
4.3 Competition as Emergent Property
4.4 Continuous Creation
4.5 Government as Facilitator of Value-Creation Criterion
5 Summary
References
Chapter 55: The New Story of Business: Towards a More Responsible Capitalism
1 Introduction
2 The Dominant Narrative
3 What’s Wrong with the Old Story?
3.1 Profits Are Not the Purpose of Business
3.2 Business Ethics Is Not a Contradiction
3.3 People Are Complicated
4 The Ideas Behind the New Story
4.1 The Unit of Analysis Is Stakeholder Relationships
4.2 Stakeholders Are Interdependent
4.3 Trade-Offs Are Managerial Failures of Creative Imagination
4.4 Purpose, Values, and Ethics Must Be Embedded in the Organization
4.5 Businesses Exist in the Physical World
4.6 People Are Complicated
5 Towards a More Responsible Capitalism
6 What Can You and Your Company Do?
References
Chapter 56: The Social Responsibility of Business Is to Create Value for Stakeholders
1 Why We Need a New Story
2 The New Story Spotlights Stakeholders, Not Just Shareholders
3 The New Story and Stakeholder Responsibility
4 The New Story and the Future of Business and Capitalism
Epilogue