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Value (ethics)

About: Value (ethics) is a research topic. Over the lifetime, 21347 publications have been published within this topic receiving 461372 citations.


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Journal ArticleDOI
TL;DR: In this paper, a typology of firms' stances toward creative consumers is developed based on their attitude and action toward customer innovation, and the implications of the stances model for corporate strategy are examined.

289 citations

Journal ArticleDOI
TL;DR: The authors argue that the primary responsibility of the executive is to create as much value for stakeholders as possible, and that no stakeholder interest is viable in isolation of the other stakeholders and that any other benefits (or harms) that are created are incidental.
Abstract: The purpose of this essay is to outline an emerging view of business that we shall call "managing for stakeholders." This view has emerged over the past thirty years from a group of scholars in a diverse set of disciplines, from finance to philosophy. The basic idea is that businesses, and the executives who manage them, actually do and should create value for customers, suppliers, employees, communities, and financiers (or shareholders). And, that we need to pay careful attention to how these relationships are managed and how value gets created for these stakeholders. We contrast this idea with the dominant model of business activity; namely, that businesses are to be managed solely for the benefit of shareholders. Any other benefits (or harms) that are created are incidental. Simple ideas create complex questions, and we proceed as follows. In the next section we examine why the dominant story or model of business that is deeply embedded in our culture is no longer workable. It is resistant to change, not consistent with the law, and for the most part, simply ignores matters of ethics. Each of these flaws is fatal in business world of the 21st Century. We then proceed to define the basic ideas of "managing for stakeholders" and why it solves some of the problems of the dominant model. In particular we pay attention to how using 'stakeholder' as a basic unit of analysis makes it more difficult to ignore matters of ethics. We argue that the primary responsibility of the executive is to create as much value for stakeholders as possible, and that no stakeholder interest is viable in isolation of the other stakeholders. We sketch three primary arguments from ethical theory for adopting "managing for stakeholders." We conclude by outlining a fourth "pragmatist argument" that suggests we see managing for stakeholders as a new narrative about business that lets us improve the way we currently create value for each other. Capitalism is on this view a system of social cooperation and collaboration, rather than primarily a system of competition.

287 citations

Journal ArticleDOI
TL;DR: This paper explored the relationship between student value and higher education, and, via a study in one United Kingdom business school, suggests how this might be better understood and operationalised by adopting a combined qualitative/quantitative approach.
Abstract: In the global university sector competitive funding models are progressively becoming the norm, and institutions/courses are frequently now subject to the same kind of consumerist pressures typical of a highly marketised environment. In the United Kingdom, for example, students are increasingly demonstrating customer-like behaviour and are now demanding even more ‘value’ from institutions. Value, though, is a slippery concept, and has proven problematic both in terms of its conceptualisation and measurement. This article explores the relationship between student value and higher education, and, via study in one United Kingdom business school, suggests how this might be better understood and operationalised. Adopting a combined qualitative/quantitative approach, this article also looks to identify which of the key value drivers has most practical meaning and, coincidentally, identifies a value-related difference between home and international students.

287 citations

Journal ArticleDOI
TL;DR: The authors examined the meaning of the left-right self-placement scale from the early 1970s to 1990, and found that the meanings of left and right changed during the last twenty years.
Abstract: . Have the meanings of ‘left’ and ‘right’ changed during the last twenty years? In this article the ten-point left-right self-placement scale is correlated with three central value orientations (religious/secular, economic left-right and materialist/post-materialist values) to examine whether associations between these value orientations and the self-placement scale have changed from the early 1970s to 1990. Four theories about the changing meaning of the left-right language are presented. These theories about the irrelevance, persistence, transformation and pluralisation of the meaning of left and right are tested by using Eurobarometer data from eight West European countries and the second wave of the European Value Study from 1990. The data provide strong support for pluralisation theory. Left-right semantics have an impressive absorptive power, describing an over-arching spatial dimension capable of incorporating many types of conflict. Left-right semantics are significantly correlated with religious/secular values, remain highly correlated with the dominant industrial value orientations (economic left-right values), and are increasingly associated with materialist/post-materialist value orientations. The new meanings of left and right are added to the old meanings.

287 citations

Journal ArticleDOI
TL;DR: This article propose that self-serving justifications emerge before and after people engage in intentional ethical violations to mitigate the threat to the moral self, enabling them to do wrong while feeling moral.
Abstract: Unethical behavior by “ordinary” people poses significant societal and personal challenges. We present a novel framework centered on the role of self-serving justification to build upon and advance the rapidly expanding research on intentional unethical behavior of people who value their morality highly. We propose that self-serving justifications emerging before and after people engage in intentional ethical violations mitigate the threat to the moral self, enabling them to do wrong while feeling moral. Pre-violation justifications lessen the anticipated threat to the moral self by redefining questionable behaviors as excusable. Post-violation justifications alleviate the experienced threat to the moral self through compensations that balance or lessen violations. We highlight the psychological mechanisms that prompt people to do wrong and feel moral, and suggest future research directions regarding the temporal dimension of self-serving justifications of ethical misconduct.

287 citations


Performance
Metrics
No. of papers in the topic in previous years
YearPapers
202212
2021864
2020886
2019898
2018824
2017977