Bridge PaPer ™ Developing Ethical Leadership R. Edward Freeman Lisa Stewart Featuring a Thought Leader Commentary™ with Steve Odland, Chairman and CEO, Office Depot, Inc. © 2006, Business Roundtable Institute for Corporate Ethics www.corporate-ethics.org Distribution Policy: Bridge Papers™ may only be displayed or distributed in electronic or print format for non-commercial educational use on a royaltyfree basis. Any royalty-free use of Bridge Papers™ must use the complete document
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(stakeholder theory and Carroll’s CSR pyramid), enhancing their relevance for small business. This is done by the application of the ethic of care, informed by the value of feminist perspectives and the extant empirical research on small business social responsibility. It is proposed that the expanded versions of core theory have wider relevance, value and implications beyond the small firm context. The theorization of small business social responsibility enables engagement with the mainstream of CSR research
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WHAT IS THE PLACE O F CORRECTIVE JUSTICE IN CRIMINAL JUSTICE? BY SIMON CONNELL* I. WHY ASK "WHAT IS THE PLACE OF CORRECTIVE JUSTICE IN CRIMINAL JUSTICE?" Traditionally, "justice" in criminal sentencing has been concerned with allowing society to respond to the offender's criminal wrongdoing by providing punishment, deterrence and denunciation. Corrective justice, the notion that a person who wrongfully harms someone else should put that harm right, has traditionally been associated with compensation
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business search portal, in search effectiveness, information quality, user satisfaction, and usability. Users particularly liked EBizPort’s clean and user-friendly interface. Results from our evaluation study suggest that the visualization function added value to the search and analysis process, that the generalizable collection-building technique can be useful for domain-specific information searching on the Web, and that the search interface was important for Web search and browse support. load (Bowman
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change is so difficult to achieve. In spite of numerous theories, models, and multistep approaches, organizational leaders lack a clear understanding of, or ability to engage, the steps necessary to implement change successfully (Armenakis & Harris, 2002). Research suggests that the problem is limited understanding of change implementation techniques and inability to modify one’s management style. Theories, models, and multistep approaches might not include sufficient implementation guidance. Recent
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3 Industry Analysis: The Fundamentals When a management with a reputation for brilliance tackles a business with a reputation for poor fundamental economics, it is the reputation of the business that remains intact. —Warren Buffett, Chairman, Berkshire Hathaway The reinsurance business has the defect of being too attractive-looking to new entrants for its own good and will therefore always tend to be the opposite of, say, the old business of gathering and rendering dead horses that always tended
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Abstract It is fairly easy for a top executive to reduce the price of his or her company's stock. Due to information asymmetry. The executive can accelerate accounting of expected expenses, delay accounting of expected revenue, engage in off balance sheet transactions to make the company's profitability appear temporarily poorer, or simply promote and report severely conservative estimates of future earnings. And this phenomenon of accounting scandal exist in contemporary society. The integrity
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Psychophysiology, 43 (2006), 207–215. Blackwell Publishing Inc. Printed in the USA. Copyright r 2006 Society for Psychophysiological Research DOI: 10.1111/j.1469-8986.2006.00392.x When does size not matter? Effects of stimulus size on affective modulation ANDREA DE CESAREI AND MAURIZIO CODISPOTI Department of Psychology, University of Bologna, Bologna, Italy Abstract Motivationally relevant stimuli have been shown to receive prioritized processing compared to neutral stimuli at distinct
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players, the L’Oréals and Estée Lauders, in Korea and are competing successfully with them around the world. We went to France, the Mecca of beauty products, and developed the #4 fragrance in that country, Lolita Lempicka. In China, our cosmetics line is sold in more than 100 department stores in 70 cities and business is finally growing. And we have opened a flagship spa in New York that is doing very well. For 2004, AmorePacific reported 3,300 employees and sales of 1,272 billion Korean Won
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9-906-415 REV: NOVEMBER 14, 2006 CHRISTOPHER A. BARTLETT VINCENT DESSAIN ANDERS SJÖMAN IKEA’s Global Sourcing Challenge: Indian Rugs and Child Labor (B) After more than a decade spent struggling with the issue of child labor, Marianne Barner felt good about how IKEA had responded. But occasionally, she found herself wondering whether the progress the global furniture retailer had made was real and durable. Just as it had in the mid-1990s, in 2005 the company could still find itself on the
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