International Journal of Business Ethics in Developing Economies

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Business and Business Orientation: A Perception Study of 'Insiders' and 'Outsiders'


Affiliations
1 University of Delhi, India
2 Moti Lal Nehru College University of Delhi, India
     

   Subscribe/Renew Journal


The current time can be described as a period of protests and public anger not only in political space but also against business. A number of business and political misdemeanors have rocked the consciousness of people in different countries. The corporate misdemeanors are unlikely to be outcomes of randomness and confusion prevalent in business systems. This study was undertaken to gauge perception of two integral territories of business - the mangers and consumers. The motivating purpose was to explore perceptions of insiders and outsiders on different facets of their orientation or philosophical underpinnings with respect to shareholders, stockholders, environment, legal compliance, societal interest and ethics. The study found that perceptions on the orientation facets do not differ between the two groups. That is, if managers perceive business to work for profit maximisation so do outsiders. Secondly, the perceptions do not exhibit extreme tendencies. This implies that insiders and outsiders' perceptions concur on the fact that business is neither extremely oriented towards ethics or environment nor has complete disregard for these aspects. This is a positive sign because at least business is not found be completely insensitive to aspects that go beyond conventionally coveted metrics of business performance.

Keywords

Business Misdemeanors, Business Raison D'Etre, Consumer Manipulation, Quasi Moral Obligation, Sustainability, Ethics, Community Orientation IntroductIon.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Anderman, E. M., Griesinger, T., &Westerfield, G. (1998). Motivation and cheating during early adolescence.Journal of Educational Psychology, 90, 84-93.

  • Banerjee, S. B. (2007). Corporate social responsibility: The good, the bad and the ugly. Northhampton, MA.

  • Berman, S. L, Wicks, A. C., Kotha, S., & Jones, T. M. (1999). Does stakeholder orientiation Matter? The relationship between stakeholder management models and firm financial performance.The Academy of Management Journal, 42(5), 488-506.

  • Buchholz, R. A. (1991). Corporate responsibility and the good society: from economics to ecology; factors which influence corporate policy decisions. Business Horizon, 34(4), 19-31.

  • Cambridge Advance Learner's Dictionary (2008). Cambridge, Cambridge University Press.

  • Carlzon, J. (1987). Moments of truth. Cambridge, Massachusetts: Ballinger Pub. Co.

  • Carson, R. (1962) Silent spring.Houghton Mifflin. Boston.

  • Elkington, J. (1997). Cannibals with forks: The triple bottom line of 21st century business, Capstone.

  • Crane, A. (2000). Facing the backlash: green marketing and strategic orientation in the 1990s. Journal of Strategic Marketing, 8(3), 277-296.

  • Cronon, W. (1991).Nature's metropolis: Chicago and the great west. W.W. Norton, New York.

  • Friedman, M. (1970, September 13). The social responsibility of business is to increase its profits. The New York Times.

  • Forsyth, D. R. (1980).A taxonomy of ethical ideologies. Journal of Personality and Social Psychology, 39, 174-184.

  • Furnham, A., & Gunter, B. (1993). Corporate assessment: Auditing a company's personality. London: Routlegde.

  • Freeman, R. E., & Reed, D. L. (1983). Stockholders and Stakeholders: A new perspective on corporate Governance. California Management Review, Spring, 25(3), 88-106

  • Freeman, R. E. (1984). Strategic sanagement: A stakeholder approach. Englewood Cliffs, NJ.Prentice Hall.

  • Gray, R., Owen, D., & Adams, C. (1996). Accounting and accountability: Changes and challenges in corporate social and environmental reporting. Harlow: Prentice Hall Europe.

  • Heskett, J. L., Sasser, W. E., Jr, & Schlesinger, L. A. (1997). The service profit chain. New York: Free Press.

  • Jensen, M. C. & Meckling, W. (1976). Theory of the firm: Managerial behavior, agency cost, and capital structure. Journal of Financial Economics, 3, 305-360.

  • Josephson, M. (2002). Making ethical decisions.Josephson Institute of Ethics. Airport blvd, LA.

  • Kelin, J. (2009). Working for good, Boulder, Co. Sounds True Inc.

  • Kotler, P (1999). Kotler on marketing. John Wiley &Sons., Hoboken, New Jersey.

  • Kotler, P., & Levy, S. J. (1969). Broadening the concept of marketing.Journal of Marketing, 33(1), 10-15.

  • Levitt, T. (1958). The dangers of social responsibility. Harvard Business Review, 41-50.

  • McDermott, J. (1991). Contemporary society: class, property and contemporary capitalism. Boulder, Colo: Westview.

  • McWilliams, A., & Siegel, D. (2001). Corporate social responsibility: A theory of the firm perspective. Academy of Management Review, 26, 117-127.

  • Moseley, W.G. ( 2008). Fair trade wine: South Africa's post-apartheid vineyards and the global economy. Globalizations, 5(2), 291-304.

  • Murdock, T. B., &Anderman, E. M. (2006). Motivational Perspectives on Student Cheating: Toward an Integrated Model of Academic Dishonesty. Educational Psychologist, 41(4), 129-145.

  • Nayar, V. (2010),Employees first, customers second: Turning conventional management upside down. Harvard Business Press Books, Harvard Way, Mass.

  • Nil,A., & Schibrowsky, J. A. (2007). Reserch on marketing ethics: A systematic review of literature.Journal of Macromarketing, 27, 256-273.

  • Oskamp, S. (2000).Psychological contributions to achieving an ecologically sustainable future for humanity.Journal of Social, 56(3), 373-390

  • Peattie, K., &Ratnayaka, M. (1992).Responding to the green movement.Industrial Marketing Management, 2(22), 103-110.

  • Sanderson, R. J., & Wingerter, G. J. (1977). The changing private market system. Journal of Advertising, 6(3), 34-40.

  • Webster, F. E. (1975). Social marketing: what makes it different. Management Decisions, 13(1), 7-77.

  • Yee, R. W. Y.,Yeung, A. C. L., & Cheng, T. C. E. (2008). The impact of employee satisfaction on quality and profitability in high-contact service industries. Journal of Operations Management, 26, 651-668.

  • http://www.dailymail.co.uk/news/article-2170968/Theultimate-golden-parachute--Energy-company-boss-44mexit-package-TWENTY-minutes-post.html

  • http://www.tata.com/article/inside/YkxlCLyrd5g=/TLYVr3YPkMU= 2/3/14

  • http://www.earthcharterinaction.org/content/pages/Readthe-Charter.html, 3/3/14

  • http://www.itcportal.com/sustainability/sustainability-report-2013/sustainability-report-2013.pdf (3/3/2014)

  • http://www.conecomm.com/stuff/contentmgr/files/0/fdf8ac4a95f78de426c2cb117656b846/files/2013_cone_communicationsecho_ global_csr_study.pdf (3/3/14)

  • http://www.mckinsey.com/insights/sustainability/the_next_environmental_issue_for_business_mckinsey_global_survey_results

  • http://www.pwc.co.uk/corporate-sustainability/communityinvolvement.jhtml (3/3/14)

  • http://josephsoninstitute.org/business/blog/2012/10/business-ethics-insight-in-a-rules-based-complianceculture- the-question-is-can-i-in-a-values-based-ethicalculture- the-question-is-should-i-in-a-rules-based-culturethe-question-is-is/ (3/4/14).


Abstract Views: 389

PDF Views: 2




  • Business and Business Orientation: A Perception Study of 'Insiders' and 'Outsiders'

Abstract Views: 389  |  PDF Views: 2

Authors

Harsh V. Verma
University of Delhi, India
Ekta Duggal
Moti Lal Nehru College University of Delhi, India

Abstract


The current time can be described as a period of protests and public anger not only in political space but also against business. A number of business and political misdemeanors have rocked the consciousness of people in different countries. The corporate misdemeanors are unlikely to be outcomes of randomness and confusion prevalent in business systems. This study was undertaken to gauge perception of two integral territories of business - the mangers and consumers. The motivating purpose was to explore perceptions of insiders and outsiders on different facets of their orientation or philosophical underpinnings with respect to shareholders, stockholders, environment, legal compliance, societal interest and ethics. The study found that perceptions on the orientation facets do not differ between the two groups. That is, if managers perceive business to work for profit maximisation so do outsiders. Secondly, the perceptions do not exhibit extreme tendencies. This implies that insiders and outsiders' perceptions concur on the fact that business is neither extremely oriented towards ethics or environment nor has complete disregard for these aspects. This is a positive sign because at least business is not found be completely insensitive to aspects that go beyond conventionally coveted metrics of business performance.

Keywords


Business Misdemeanors, Business Raison D'Etre, Consumer Manipulation, Quasi Moral Obligation, Sustainability, Ethics, Community Orientation IntroductIon.

References