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Putting ethics into quality
Abstract
There is no doubting the global influence of the quality movement. It is therefore persuasive to note the role that ethical considerations play in various quality award schemes, and this furthers the argument towards an integrated approach. Having said this, there is scant evidence in the awards that ethical aspects have achieved high materiality. Business ethics has the potential to become a significant aspect of corporate strategy and culture. We now have the 5Es of audit : economy, efficiency, effectiveness, environment and ethics. The ethical audit has tended to be an activity carried out by pressure groups external to organizations. With an increasing emphasis on the wider corporate and social responsibilities of organizations, this external only approach is less than adequate. Organizations which take their stakeholders for granted and abuse their wider responsibilities, including the environment, may find that their continued viability is in doubt. A definition is provided of the “business ethics audit” which attempts to find a middle way between a view that businesses are entirely about creating social good, and one which considers that “the business of business is business” and that there is no wider social responsibility. The preferred approach is to internalize within companies concern for ethical matters, and the appointment of a consumer advocate with access to the board is one way to achieve that. Ethical audit is, after all, merely an extension of existing legal and regulatory requirements. This provides a justification for an involvement of the quality movement in business ethics .
... Given the relevance of CSR to the quality movement and scholarly interest in the relationship between total quality management (TQM) and CSR (Ghobadian, Gallear, & Hopkins, 2007;Hazlett, McAdam, & Murray, 2007;van der Wiele, Kok, McKenna, & Brown, 2001;van Marrewijk, 2003;Martín-Gaitero & Escrig-Tena, 2018;McAdam & Leonard, 2003;Oppenheim & Przasnyski, 1999;Sila, 2018;Spencer, 1994;Tarí, 2011;Vinten, 1998;Zwetsloot, 2003), obtaining improved knowledge of managerial perspectives on CSR in the specific context of quality management is an important step in assessing the potential for increased adoption of CSR. ...
... Several studies have uncovered theoretical relationships between quality management and CSR, discussing their implications for the future of the latter (Ghobadian et al., 2007;Hazlett et al., 2007;van der Wiele et al., 2001;van Marrewijk, 2003;Martín-Gaitero & Escrig-Tena, 2018;McAdam & Leonard, 2003;Oppenheim & Przasnyski, 1999;Sila, 2018;Spencer, 1994;Tarí, 2011;Vinten, 1998;Zwetsloot, 2003). For example, Vinten (1998) argues that the ethical dimensions of TQM and CSR are similar and justify the involvement of the quality movement in issues of ethics and debates on CSR. ...
... Several studies have uncovered theoretical relationships between quality management and CSR, discussing their implications for the future of the latter (Ghobadian et al., 2007;Hazlett et al., 2007;van der Wiele et al., 2001;van Marrewijk, 2003;Martín-Gaitero & Escrig-Tena, 2018;McAdam & Leonard, 2003;Oppenheim & Przasnyski, 1999;Sila, 2018;Spencer, 1994;Tarí, 2011;Vinten, 1998;Zwetsloot, 2003). For example, Vinten (1998) argues that the ethical dimensions of TQM and CSR are similar and justify the involvement of the quality movement in issues of ethics and debates on CSR. Concepts of ethics (and ethical dimensions and behaviors) have always to be contextualized and related to specific periods of time, people and organizations (Donaldson & Dunfee, 1994) or, as Bowen (1953) argued, they are likely to be appreciated to the extent they are desirable in relation to the values and objectives of societies and their communities. ...
Exercise of global responsibility is critical to the future of quality practices in business, and corporate social responsibility (CSR) is relevant to the quality movement. However, not much is known about management perceptions of CSR in the specific context of quality management. This paper examines top executives' views on CSR and quality management implemented through the European Foundation for Quality Management (EFQM) framework. We report the results of a survey of executives in a multinational corporation operating in the outsourcing and technology services industry. The main factors influencing managerial perceptions were value generation, industry forces, institutional and stakeholder pressures, and organizational values and beliefs. In contrast to previous studies, we found limited evidence supporting the influence of shareholder pressures, competition, or the business case for CSR. We concluded that company lifecycle, changes in ownership structure, and owners' orientation toward CSR influenced its potential for adoption through implementation of the EFQM quality framework.
... Myös liiketaloustieteiden opinnoissa eettisiä kysymyksiä on alettu korostaa (McDonald & Donleavy 1995) ja etiikasta on tullut itsenäinen oppiaine (Peppas & Diskin 2001). Lisäksi käytännön liiketoiminnalle on asetettu eettisiä standardeja (Vinten 1998) ja arvoja on sanottu jopa yhdeksi yrityksen keskeiseksi menestystekijäksi (Salvato, Williams, & Hebbershon 2002) ja Kleinberg Neimarkin (1995) mukaan arvoista on tulossa kilpailukeino. Schwartz (2003) puhuu investointien etiikasta, jolla hän tarkoittaa sijoittajien vastuuta siitä, millaisiin yrityksiin he sijoittavat. ...
... Tähän vaikuttavat kansainvälistyminen, kilpailu, rahamarkkinoiden vapautuminen ja muutospaine (Jackson & Carter 1994;Verstraeten 1998). Vinten (1998) mukaan arvot ovat osa bisnesstrategiaa ja johtamista. Niiniluodon (1999,(22)(23) mukaan arvokeskustelun tärkeä tehtävä on analysoida arvopäämääriä. ...
... McAdam and Leonard (2003) argue that TQM has " a foundational similarity to CSR " (p. 38) in that it has an ethical anchor considered essential for CSR development, a view also shared by Vinten (1998). This congruity suggests that CSR could possibly be incorporated into organisations more effectively and in shorter timescales by using existing quality management conduits (models and methodologies) and processes (Vinten, 1998; Kok et al., 2001) without undermining either the principles of CSR or quality management. ...
... 38) in that it has an ethical anchor considered essential for CSR development, a view also shared by Vinten (1998). This congruity suggests that CSR could possibly be incorporated into organisations more effectively and in shorter timescales by using existing quality management conduits (models and methodologies) and processes (Vinten, 1998; Kok et al., 2001) without undermining either the principles of CSR or quality management. The remainder of this paper examines the behaviours and activities of those organisations that have recently won quality awards, and thus have a strong foundation on which to build CSR. ...
Purpose
The purpose of this paper is to focus on the growing interest of the role of business in society, commonly referred to as CSR. Historically CSR can be traced back to the 1950s, although in very recent times there has been a virtual explosion of interest in its use and applicability in organisations. However, there are many unresolved issues, most notably in terms of how CSR should or can be implemented and embedded in an organisation. This paper therefore seeks to explore the relationship and potential synergies between quality management and CSR.
Design/methodology/approach
The qualitative exploratory study in this paper represents the first stage of an ongoing research programme, and is based on an in‐depth analysis of quality award submission documentation from six case organisations that have recently been recognised as winners in relation to their quest for business improvement.
Findings
The paper finds that substantial evidence from each of the case organisations demonstrates the breadth and depth of activities in which they are engaging under the broad headings of workplace, environment, social impact, and economic impact. However, whilst there is no doubting the sincerity of the actions, the approaches and activities, a strategic focus on CSR is still very much in its infancy.
Research limitations/implications
In this paper there is a paucity of empirical research examining how existing management tools, techniques and methodologies can be used to further the CSR debate. This paper represents an important first step in redressing this imbalance.
Practical implications
The paper suggests that the quality management and business excellence frameworks can offer a strong foundation from which to develop CSR strategies, behaviours and activities in an organisation.
Originality/value
This paper represents an important first step in understanding how and where CSR “fits” into an organisation and potentially how existing quality methodologies, tools and frameworks can be used to aid the implementation of CSR.
... TQM requires cross-functional thinking, planning, and doing (Schonberger, 1995). An important core value neglected in most descriptions of TQM is ethics in the society in general, and business ethics in the marketplace in particular (Svensson and Wood, 2004b;Vinten, 1998;Peters, 1997a). Furthermore, corporate ethics is also neglected in most descriptions of TQM, which is the topic of this research. ...
... Stainer and Stainer (1995) conclude that ethical behaviour should be an integrative factor within the productivity and quality management process because a better understanding of corporate responsibilities as well as providing a competitive edge may be achieved. Vinten (1998) points out that within TQM sufficient emphasis has not been placed on ethical considerations. ...
b>Purpose – The objective of this research is to develop and describe a conceptual framework of corporate ethics in total quality management (TQM).
Design/methodology/approach – The research is based on a summarised in-depth and longitudinal case illustration. The summarised case describes corporate ethics in an intra-corporate relationship.
Findings – TQM requires human resources and failing to care for them will affect accordingly the success of TQM. The case description illustrates the evolution of management versus employee expectations and perceptions of corporate ethics. It has an emphasis on the human resources of a company that strives towards TQM. As the quality of corporate ethics decreases the outcome of TQM is also affected (i.e. directly or indirectly). The case is initialised in an atmosphere of management and employee optimism and positivism of corporate ethics, which is a requisite from both parties in order to ensure prosperous TQM. The successive change towards pessimism and negativism of corporate ethics in the intra-corporate relationship concludes the in-depth case description.
Research limitations/implications – Four parameters of corporate ethics are used to incorporate corporate ethics into TQM, namely management versus employee expectations and perceptions. Internal corporate quality management should always be regarded as dependent upon the achieved equilibrium between management and employee perceptions. It is also dependent upon the derived equilibrium between management and employee previous expectations.
Practical implications – An important insight of this research is that TQM requires the continuous attention to the management versus employee expectations and perceptions inherent in corporate ethics of internal business operations. Furthermore, corporate ethics is complementary to business ethics.
Originality/value – The case description has shown that TQM may be running well and accomplishing the hard goals. However, TQM is not only about figures, profits and costs. It is also a business approach that should penetrate all activities inside and outside that are related to the company, including the soft issues. <br /
... In conclusion, it is the combination of productivity, quality and ethics: all of which will establish the management culture of the future (Stainer and Stainer, 1995). Vinten (1998) connects business ethics to the 5Es of audit: economy, efficiency, effectiveness, environment, and ethics. In the past, the ethical audit has been a tool for pressure groups outside the organisation to exercise influence on business activities and management principles. ...
... Failures to address these differences between cultures may affect the success in the marketplace. Vinten (1998) argues that business ethics has the potential to become a significant aspect of corporate strategy and culture. Business ethics has to be considered internally and externally in the ethical audit. ...
Examines the construct of ethics in general and of business ethics in particular. Provides a conceptual discussion of the dynamics of ethics in society and the dynamics of business ethics in the marketplace. Ethics and business ethics constructs are dependent upon two principal parameters – time and culture. Eventually, ethics and business ethics are about what is perceived as acceptable or unacceptable at a specific time and in a specific cultural setting. What was ethical yesterday may not be ethical today, and what is ethical today may not be ethical tomorrow. Furthermore, both the company’s view and the views of others may determine what is acceptable or unacceptable in business ethics. This is a social construction that may differ between the parties involved in a specific context. The discussion is supported by two brief and different cases from the automobile industry. This research contributes a set of generic models that examine business ethics dynamics.
... In short, TQM, both historically and currently, is consistent with both the legitimate ethical and instrumental sides of CSR. This congruity suggests the possibility of incorporating CSR into organizations more effectively and with shorter timescales by using existing TQM organizational change conduits and processes (Vinten, 1998). ...
... Similarly,Vinten (1998) stated that the TQM concept intersects with the legitimate ethical and instrumental dimension of CSR. Wicks and Freeman (1998) share this sentiment and point out that TQM is driven by a set of interrelated concepts that simultaneously feature management practice and moral values. ...
The aim of this paper is to explore how Total Quality Management (TQM) can act as a foundation and key catalyst for developing Sustainable Management and Corporate Social Responsibility (CSR) within Public Organizations. In the public sector we have too often experienced low quality services, which have generated and perpetuated low expectations. The result has been great dissatisfaction and frustration, but not much action (Gaster, 1995). As any other organization, the Public Organization can apply TQM and thereby accomplish some improvements.CSR is an emerging topic within organizational research and praxis. It has parallels to sustainable development, environmental protection, social equity and economic growth.This paper shows specifically how to incorporate sustainability into a quality system by using a model that shows the relation between investment in quality and the variables fame and reputation. The interest in the nature of the relationship between TQM and CSR is long-standing. The aim of the quality movement is to enable organizations to deliver high quality services in the shortest possible time to market, at minimum cost, and in a manner that emphasises human dignity, work satisfaction, and mutual and long-term loyalty between the organization and its stakeholders. As such, TQM has a strong ethical dimension, advocating the importance of considering the interests of stakeholders (Oppenheim & Przasnyski, 1999). In this paper outsourcing in Public Organizations is considered as an instrument for raising the qualitative level of services and thus for developing CSR. First, the definitions of CSR are discussed. Second, the ethics in quality are described, followed by a discussion on existing quality models with regard to CSR. Third, the relationship between TQM and CSR is considered. We have analyzed the strong similarity between TQM and CSR, and outsourcing analysis is used to illustrate the combined CSR/TQM approach in Public Organizations. Finally, we h
... Cost and waste reduction have an impact on both of the aforementioned dimensions (García-Bernal & Ramírez-Alesón, 2015). Quality procedures allow the internalisation of ethical consideration as integral part of organisational culture (Vinten, 1998). Process based models can be used to structure and address a large number of indicators used to describe CSR objectives (Isaksson, 2006) In a competitive context characterised by market and regulatory constraints, Management Systems covering quality, environmental and safety issues have been frequently adopted (Nunhes et al., 2016). ...
The issue of corporate social responsibility (CSR) has received increasing attention from the literature in recent years. Systematic management of related objectives has become a priority for many companies. This trend has meant that research on CSR intersects with research on quality management. Several studies have analysed the implications of CSR for TQM and vice versa, to form a large and articulated body of knowledge. This body of knowledge, however, is still poorly organised. There are not many studies that systematically analyse it, trace its profile or lines of future development. To fill this gap, in this article, we present the results of a systematic review of the literature at the intersection of the themes of CSR and TQM. To take into account the impact of the COVID pandemic on this research area, a critical review was conducted on the papers published in recent years. The result of the analysis carried out is the identification of the main themes dealt with in the existing literature together with directions for future research.
... As has been observed, there is a great similarity between TQM and CSR. Vinten (1998) states that TQM crosses the concept of legitimate ethics and the instrumental dimension of CSR. TQM is driven, according to Wicks and Freeman (1998), by a set of interrelated concepts that simultaneously present management practices and moral values. ...
Growing social concerns have led organisations to think evolutionarily about quality as it is not only relevant to satisfy customers, generate quality products or services and focus on results but also to encourage a participatory, flexible and sustainable value-oriented management. Due to the complex environment and structure of higher education, quality measurement and management have created a number of challenges. Around the world, higher education institutions have adopted various quality management practices, mostly drawn from existing models. Corporate social responsibility (CSR), like most management concepts, has been gradually incorporated into the management practice of organisations. The implementation of TQM systems can facilitate the incorporation of the CSR objectives and practices by operating changes in organisational culture. TQM and social responsibility are undeniably two dimensions increasingly associated with organisations of any kind, including higher education institutions. Quality indicators on sustainable development for education have been of growing interest, and for this reason, the possibility of creating a model that fits the reality of higher education integrating total quality and social responsibility should not be overlooked. Nevertheless, this work is focused on an approach to the relationship between TQM and social responsibility associated to organisations in general but also related to higher education institutions.
... The concepts of CSR and quality management have common theoretical roots and similar values [1]. Both quality management and CSR have moral and ethical aspects and are extremely similar in terms of effectiveness [2,3]. Food companies are primarily responsible for producing high quality, healthy, and safe food [4]; therefore, certification, such as ISO22000, HACCP, and the ISO9000 series of standards are critical for ensuring food quality and safety. ...
Food safety is related to health and quality of life. Therefore, the social responsibility of the food industry to ensure food safety has received increasing attention. Influencing factors and mechanisms of participation in food safety certification are important issues in this field. Existing studies on factors affecting food safety certification mainly focus on the impact of a single or few factors. In this study, listed Chinese food companies were selected, and the fuzzy set qualitative comparative analysis method was utilized to explore the matching mode of various factors to encourage companies to obtain food safety certification. The following results were obtained. (1) State-owned companies tend to achieve food safety certification. (2) Companies with high media attention are inclined to achieve food safety certification. (3) In state-owned companies, when the company size is small, a higher degree of food safety concern in the mission statement can encourage the company to achieve food safety certification, and when the company size is large, higher media attention can encourage the company to achieve food safety certification. (4) In non-state-owned companies, when food safety concerns are highlighted in the mission statement and media attention is relatively high, the company will gain food safety certification. This study provides new perspectives on food safety-related research and suggestions for government and the public sector to supervise food safety issues in enterprises.
... TQM principles appear to be consistent with both the legitimate ethical and instrumental sides of CSR (McAdam and Leonard 2003). Vinten (1998) highlights the role that ethical considerations play in various quality award schemes, stressing that there is scant evidence in the awards that ethical issues have achieved high materiality, and that organisations that constantly have a negative ethical impact may find the withdrawal of public approval and of the market for its product or services. Indeed, as highlighted by McAdam and Leonard (2003), the founders of modern quality management and business excellence (e.g. ...
Since both total quality management (TQM) and corporate social responsibility (CSR) consider the interest of either internal or external stakeholders, these approaches are generally considered appropriate corporate strategies to enhance organizations’ value in order to obtain sustainable competitive advantages. Through a comprehensive literature review, this chapter aims to systematize knowledge on how the implementation of strategies based on TQM and CSR principles may create stakeholders’ value and generate sustainable competitive advantages. More specifically the chapter aims to examine whether there is a relationship of complementarity between both and to analyse how a strategy based on both orientations may contribute to organizations’ sustainable performance while improving the quality of life. Overall the few results provide support to the idea that combined CSR-TQM approaches enable organizations to gain competitive advantages. Overall, this review highlights that when thought proactively and strategically, sustainability-based approaches combining CSR-TQM approaches are potential sources for obtaining sustainable competitive advantages and for improving quality of life of the workforce and citizens in local communities, in particular, and even of society in general.
... Benavides-Velasco et al. (2014) have examined the influence of TQM and CSR's implementation on the performance of Spanish hotels; they confirm that the CSR's level of development is positively affected by the implementation of TQM, this statement is aligned with that of Zink (2007) who argue that quality management models present a base and serve as a catalyst for the CSR's efficiency in organisations. Vinten (1998) argues that TQM is -historically and actually -compatible with both ethical and instrumental sides of CSR; this coherence eventually allows CSR to be incorporated into the organisation in a more efficient way and in a short period of time building on organisational changes, in the behaviour and processes of the firm introduced by TQM ( McAdam and Leonard, 2003). Castka and Balzarova (2007) suggest that CSR and corporate governance being currently taken into consideration stands as an opportunity for the quality movement and its practitioners to add more value to their organisations. ...
Total Quality Management, Corporate Social Responsibility, and innovation are considered as strategic orientations allowing the achievement of a sustainable competitive advantage. However, there is a gap in the literature regarding the study of the links between these three concepts in a single analysis, the majority of researchers do not gather the study of these three concepts at once, as they do not as well link them to the financial performance. The main purpose of this conceptual paper is to examine the relationship between quality, innovation, Corporate Social Responsibility and financial performance. We are aiming to build a conceptual framework with a particular emphasis on the role that may be played by TQM practices in the development of the bidirectional link between Corporate Social Responsibility-innovation capability, and its impact on the improvement of the firm’s financial performance.
... All these CSR practices that SMEs develop and which are connected to TQM demonstrate that a firm that pursues CSR may directly or indirectly enhance its internal capabilities including quality improvements. Therefore, the critique and analysis within this paper suggests, in line with Vinten (1998), that CSR could possibly be incorporated into organizations more effectively and within a shorter timescale by using existing TQM organizational change conduits and processes. Moreover, we show evidence of how SMEs are integrating social responsibility in different areas of organizational management. ...
The role and impact of small and medium enterprises (SMEs) in the economy means that it is becoming increasingly difficult to dismiss the importance of the latter in socially relevant issues as important as employment, innovation and standard of living. Through content analysis, this study mainly provides a literature survey about the concept of Corporate Social Responsibility (CSR) in relation to quality management in SMEs. It seeks to identify main CSR practices SMEs develop, and investigate if they are related to quality management practices directly or at least implicitly. This would help us to identify parallels between quality management and the importance of conducting socially responsible management. Using 107 empirical studies from 1976 to September 2014, this study provides a baseline for future empirical studies in these areas. For this purpose, main topics and practices of CSR in the SME context are identified. Specifically, we arrive at the conclusion that these firms are increasingly integrating both CSR and quality management practices to comply with stakeholders needs, and that most common social and environmental practices facilitate the development of quality management practices.
... All these CSR practices that SMEs develop and which are connected to TQM demonstrate that a firm that pursues CSR may directly or indirectly enhance its internal capabilities including quality improvements. Therefore, the critique and analysis within this paper suggests, in line with Vinten (1998), that CSR could possibly be incorporated into organizations more effectively and within a shorter timescale by using existing TQM organizational change conduits and processes. Moreover, we show evidence of how SMEs are integrating social responsibility in different areas of organizational management. ...
The role and impact of small and medium enterprises (SMEs) in the economy means that it is becoming increasingly difficult to dismiss the importance of the latter in socially relevant issues as important as employment, innovation and standard of living. Through content analysis, this study mainly provides a literature survey about the concept of Corporate Social Responsibility (CSR) in relation to quality management in SMEs. It seeks to identify main CSR practices SMEs develop, and investigate if they are related to quality management practices directly or at least implicitly. This would help us to identify parallels between quality management and the importance of conducting socially responsible management. Using 107 empirical studies from 1976 to September 2014, this study provides a baseline for future empirical studies in these areas. For this purpose, main topics and practices of CSR in the SME context are identified. Specifically, we arrive at the conclusion that these firms are increasingly integrating both CSR and quality management practices to comply with stakeholders needs, and that most common social and environmental practices facilitate the development of quality management practices.
... While with the onset of product harm crisis, repuatation of a firm is on stake [105]. Good reputation shields firm in product-harm crisis [3,12,15,52,[106][107][108]. In this connection, Siomkos [15] put forward that firms having bad reputation are mostly held responsible for the crisis. ...
Review of product harm crises show that it affects consumers' attitudes, beliefs and future intentions about the product. Researchers stress to know how consumers respond and attribute blame for product harm crisis, role of media, its spillover effect and how the managers analyze and respond to product harm crises. Based on the review, it is concluded that the role of demographic factors in various aspects of product harm crises is a neglected area. A comprehensive research is needed to understand how the demographic characteristics of consumers, managers and firm owners affect the reaction towards product harm crisis.
... On the other hand, consumers may use their buying power in order to punish unethical companies (Lewis, 2001). Indeed, consumers tend not to prefer products or services promoted by "unethical" companies (Vinten, 1998). In the long-term, the lack of ethical sensitivity may threaten even the company's surviving. ...
The aim of the current paper is to examine the relative importance and trade-offs of the attributes that compose an ethical product as perceived by consumers. Conjoint analysis results reveal that supporting a philanthropic cause, the lack of minors in the production process and recycled materials are the features of the ethical product that present increased utility. Marketers could use such results in order maximise average utility of the ethical product given the cost constraint of its attributes.
... -postępowanie etyczne (zaufanie, rzetelność, poufność, rozwaga); -rzetelna prezentacja zgodnie z prawdą; -należyta staranność zawodowa; -niezależność audytora; -podejście oparte na dowodach; -zasada kompetencji; -zasada prawości; -zasada odpowiedzialności; -zasada prywatności i poufności (Kromer, Rychły-Lipińska 2010;ISO 19011). Na poziomie doskonałości przedsiębiorstw wpływ na społeczeństwo, zadowolenie klientów i zaspokojenie pracowników są ważnymi elementami powszechnie stosowanego modelu EFQM i Nagrody Malcolma Baldridge (Vinten 1998). Pojawiła się również oddolna inicjatywa przedsiębiorstw do udowadniania swojej odpowiedzialności społecznej w formie audytowania względem koncepcji CRS -Corporate Social Responsibility. ...
Artykuł podejmuje temat etyki przedsiębiorców utrzymujących system zarządzania jakością. Poruszono tu problem znaczenia etyki i wpływu jej braku w zarządzaniu przedsiębiorstwem na pomyślność utrzymywanego systemu zarządzania jakością. W drugiej części artykułu wymieniono aspekty jakości wymuszające zachowania etyczne i konsekwencje naruszenia takiego podejścia.
... While both theory and the empirical evidence of this study suggest that CPIO and CSR are likely supportive of one another, it would be premature to say that either one "causes" the other to occur. Previous research has reasoned that CSR may be more easily assimilated into organizations that are already practicing continuous improvement, due to the similarity of the underlying cultural values that are crucial to successful implementation of both CSR and CPIO (Hazlett et al., 2007;McAdam and Leonard, 2003;Vinten, 1998;Wicks, 2001). The reverse situation also makes sense -firms already successfully engaged in CSR possess many of the cultural "values" that support CPIO, and therefore, are in a better position to implement continuous process improvement. ...
Purpose
– The purpose of this paper is to examine how employee's perceptions of corporate social responsibility (CSR) relate to their perceptions of an organization's orientation toward continuous process improvement orientation (CPIO). In addition, this research considers how employee perceptions of CSR and CPIO relate to work attitudes and behavioral intentions.
Design/methodology/approach
– Using structural equations analysis, the paper examines survey data obtained from employees of a USA-based financial services firm to test hypotheses regarding employee's perceptions of corporate engagement in CSR and continuous process improvement, as well as their work attitudes.
Findings
– Employee perceptions of CSR and of CPIO are strongly related. Both CSR and CPIO have similar, but still unique effects upon organizational commitment (OC). CSR and CPIO do not directly impact employee's intentions to leave, but they do have an indirect effect on intentions to leave, which operates through OC.
Research limitations/implications
– The design of the study precludes absolute conclusions regarding causality in tested relationships. The study design also limits generalizability.
Practical implications
– CSR and CPIO are strongly related, possibly due to shared cultural principles, suggesting that either CSR or CPIO may establish a basis in values that will support the other. Adding CSR to existing CPIO (or the reverse) is likely to enhance employee attitudes.
Originality/value
– This paper provides an empirical assessment of the relationship between continuous process improvement activities and CSR. In addition, it conceptually and empirically evaluates how CSR and CPIO simultaneously influence employee attitudes and behaviors.
... Thus, the European Chambers of Commerce and Industry or the World Federation of Advertisers represent corporate interests and are not motivated by a desire to be the 'conscience of Europe'. At this point one may, however, hint at a general development among globalised corporate interests which is seen in the concept of what may be defined as 'ethical audits' (Vinten 1998;Yuthas et al. 2004). According to this concept, the public image of large transnational corporations is strengthened by promoting and complying with international health, environmental, safety and human rights standards -all of which are aimed at promoting 'social good' -in the production and commercialisation of products. ...
The traditional literature on interest group behaviour presumes that private interests develop lobbying strategies based on the principle of effective allocation of resources. However, nearly 400 private interest groups actively lobby the Council of Europe, a classical intergovernmental organisation with weak decision-making powers, where no significant policy pay-off is expected to occur. This analysis aims to explain the seeming puzzle of private interest groups seeking to influence an institution which is generally perceived as having no strong decision-making powers in European political space. It does so by exploring three explanations from the existing literature, namely 'policy overlap', 'venue shopping' and 'epistemic community', and considers another explanation not hitherto fully developed, suggesting that the 'ideological motivation' of interest groups helps to explain their behaviour. Taking the ideological motivation of interest groups into account when analysing lobbying strategies can in fact shed light on certain lobbying preferences that would otherwise appear to defy the logic of interest representation. This paper therefore suggests that an 'ideological motivation' explanation potentially plays a crucial role in the analysis of the behaviour of any interest group.
... In this respect, total quality is based on two considerations. First, recognition that the firm has social responsibilities to all its stakeholders -owners, consumers, employees, suppliers and society (Svensson & Wood, 2005;Vinten, 1998). And second, that top management needs the leadership skills required to motivate all stakeholders to share its holistic vision of the social contract and act accordingly (Laszlo, 1998). ...
This current article analyses the successful application of the total quality management (TQM) model by a firm in the Spanish commercial distribution sector. The TQM model implies a strategic, proactive and global approach that could prove appropriate in the face of a turbulent and changing environment, such as the one firms are currently experiencing. This article uses case study methodology to analyse the process by which Mercadona has implemented its TQM model, which involves different actions oriented to satisfying the needs of customers, employees, suppliers, society and capital. Applying this model allowed Mercadona to overcome a critical situation that threatened its very survival in the early 1990s, and since then the firm has bounced back to a position of leadership in its sector. Its excellent results and growth have caught the attention of both academics and industry rivals, in Spain and internationally.
... This position is indirectly supported by the extant literature on ethics in organisational change, which reveals a dearth of research despite the fact that much has been written on ethics and business ethics (Van Tonder, 2006). Inadequate attention has been devoted to ethical issues in or associated with change processes in general (Nielsen, Nykodym & Brown, 1991;McKay, 2000;Van Tonder, 2006), but also in terms of specific forms of change such as total quality management (Svensson & Wood, 2005;Vinten, 1998), reform (Enderle, 2001), culture change, change management and the ethical consequences of these for employees (Woodall, 1996). ...
Organisational change is one of the most frequently recurring organisational phenomena of our time, yet despite this, organisations are not succeeding in instituting change processes effectively; dismal "change success rates" are recorded. Van Tonder and Van Vuuren (2004) have argued that the adoption of an ethical framework from within which change practices are to be approached and "managed", would significantly reduce the negative consequences of change initiatives. As a first step in this direction, the current study set out to establish the meaning that employees attribute to "ethical" and "unethical" change. Data obtained from a sample of 111 respondents from seven companies were subjected to basic content analysis and key themes extracted. The results indicate a limited understanding of ethics concepts among employees. A clear need for both intensified education and research is indicated.
... In summary, TQM, both historically and currently, is consistent with both the legitimate ethical and instrumental sides of CSR. This congruity suggests that CSR could possibly be incorporated into organizations more effectively and in shorter timescales by using existing TQM organizational change conduits and processes (Vinten, 1998). ...
The aim of this paper is to explore how quality management can act as a foundation and key catalyst for developing corporate social responsibility (CSR) within organizations. CSR is an emergent discourse within organizational research and praxis. It has parallels to sustainable development, environmental protection, social equity and economic growth. Although some organizations consider CSR to be a peripheral and sector specific issue, it is becoming increasingly mainstream, supported by government legislation. Key questions arising are, is there a conflict between profit earning and CSR? How can CSR be implemented without impairing business performance? Can CSR build on existing quality management based business initiatives from a philosophical and practical manner? The critique and case study analysis within this paper shows how the ethical basis of quality management can be used to develop CSR within organizations. Quality management models and methodologies established on the broad principles of quality are seen as a foundation and catalyst for effective CSR in organizations.
... According to Singhapakdi et al. (1995), a company ameliorates its social image through CSR. Consumers, in general, reward socially responsible companies via their repeated purchases (Luo and Bhattacharya, 2006) and tend not to prefer products produced by ''unethical'' companies (Vinten, 1998). Klein and Dawar (2004) found that CSR affects consumers' attributions of blame about product-harm crises, and thus, it could be regarded as an important factor in affecting consumers' attitudes and perceptions during crises. ...
This paper focuses on product-harm crises and examines consumer responses associated with product defect in three time periods (i.e., 3 days, 3 months and 1 year after a crisis). An experiment was conducted based on three widely accepted- influences on product-harm crisis management (i.e., crisis extent, social responsibility and organizational responses). The fourth influencing factor, time, was introduced in the present study. The four-factor model for measuring the effectiveness of product-harm crisis management was tested with particular attention to the impact of time. Crises were described in scenarios for a fictitious mobile phone. The results demonstrate that the effects of a crisis are minimal a few months after the crisis has occurred. Consumers tend to “forget” about the crisis and its effects, especially in cases when the company is socially responsible, and when the company issues a voluntary recall of its product.
... The current contextual situation and the contextual evolution in the business and societal environment also affect what are considered to be acceptable and unacceptable business practices in the marketplace and society. Various studies across countries have been performed and have stressed the context of the situation (Jakubowski et al., 2002; Hood and Logsdon, 2002; Bucar et al., 2003; Fisher et al., 2001; Seitz, 2001; Peppas and Peppas, 2000; Singhapakdi et al., 1999; Fernandez-Fernandez, 1999; Vinten, 1998; and Sen, 1997). In sum, as time moves on, contexts evolve and as a consequence the ethical values and principles of groups and individuals change. ...
b>Purpose – A set of principal parameters (i.e. time, context, gap, outcome, and consequence) influences the ethical performance evaluation (EPE) of business practices in the marketplace and society. The purpose of this paper is to describe a managerial framework of EPE based upon these parameters.
Design/methodology/approach – Case illustrations are used to underpin the introduced managerial framework of EPE.
Findings – The EPE of business practices is not only dependent upon the ethical values and principles of today, but those principles of tomorrow may be equally, or even more, crucial. The EPE of business practices is also dependent upon the surrounding context and its specific ethical values and principles. Furthermore, it is dependent upon the gap between different perceptions of ethical values and principles and if the outcome of the corporation's ethical values and principles are proactive or reactive in relation to the reigning ethical values and principles in the marketplace and society. Finally, it is also dependent upon the potential and eventual consequences of ethical values and principles.
Research limitations/implications – The only way that we can “objectively” evaluate past ethical values and principles is through the use of ethical values and principles at the time and in respect to the context at hand. Research tends to fail when considering the longitudinal and evolutionary dimensions in the exploration of ethical values and principles in business practices. There is too much focus upon on-the-spot-accounts in the past and in current research efforts. An important area for further research is how to deal with the durability and variability of ethical values and principles in business practices in the marketplace and society. The key may be a stronger emphasis on longitudinal research efforts that may explore them over time and as contexts evolve. Ethical values and principles are connected and re-connected over time and across contexts in one way or another. They have a past, a current status and a future.
Practical implications – The decision as to whether business practices are ethical or unethical is – relatively speaking – easy to determine from a narrow perspective, however, the decision whether business practices are ethical or unethical becomes complicated as the perspective is widened and deepened. An introduced managerial framework of EPE provides a generic foundation and structure to examine the acceptability versus unacceptability of business practices.
Originality/value – The paper introduces a managerial framework of EPE, followed by case illustrations. It addresses the impact of time on ethical values and principles in any context on the potential and eventual gaps, outcomes and consequences in business practices. The managerial framework of EPE may also be used in non-business areas whenever found applicable and convenient to use.<br /
... Similarly, Vinten (1998) stated that the TQM concept intersects with the legitimate ethical and instrumental dimension of CSR. Wicks and Freeman (1998) share this sentiment and pointed out that TQM is driven by a set of interrelated concepts that simultaneously feature management practice and moral values. ...
Purpose
The purpose of this paper is to explore the similarities and differences between Total Quality Management (TQM) and Corporate Social Responsibility (CSR). Moreover, the paper considers the implications of these similarities and differences for the future development of TQM and CSR.
Design/methodology/approach
This paper is a structured discourse analysis which is used to systematically explore these two discursive subjects. Both concepts encompass discursive ideas and practices.
Findings
The findings in the paper suggest that the two concepts share similar philosophical roots, that there is a substantial overlap between the elements of the two concepts, and that the ultimate expected outcome shows significant similarities. Despite these similarities, however, implementation of TQM will not necessarily result in CSR.
Research limitations/implications
In this paper the findings lead to the conclusion that it is important to recognise the specific needs of CSR and include them as an implicit part of TQM. This conclusion has an important practical and descriptive theoretical implication and the extent to which CSR is diffused as a part of TQM depends on it.
Practical implications
The paper highlights the need for the development of a descriptive theory, that is to say, the identification of the mechanism(s) through which elements of CSR could be developed and implemented alongside that of TQM.
Originality/value
The paper sees that the question of the intersection between CSR and TQM has attracted the interest of other researchers. The majority of the previous work is normative. The contribution to this developing literature is made by adopting a systematic discursive approach using philosophy, elements of TQM/CSR process and outcomes as the framework for the analysis.
... When authors broach the subject of ethics in relation to organisational change, it becomes clear that little real attention has been devoted to the issue of ethics in change (Nielsen, Nykodym & Brown, 1991;McKay, 2000). This holds true also for specific forms of change such as total quality management (Svensson & Wood, 2005;Vinten, 1998), reform (Enderle, 2001), culture change, change management and the ethical consequences of these for employees (Woodall, 1996). Notwithstanding these views some attention has been directed at the ethics and change for example the ethical challenges of downsizing (Miller, 1998) and managerial views of the ethicality of downsizing (Lämsä, 1999), but these contributions remain underdeveloped. ...
Despite the fact that organisational change is one of the most frequently recurring organisational phenomena of our time, organisations do not succeed at instituting change processes effectively and dismal change "success rates" are recorded. Van Tonder and Van Vuuren (2004) suggested that the adoption of an ethical framework would significantly mitigate the implicit risk of change practices and reduce the negative consequences of such change initiatives. The literature on ethical change practices however is exceedingly sparse and offers little guidance to management on how to conduct change practices ethically. This study argues that the King II report on corporate governance indirectly yet substantially informs issues of governance, risk and ethics in change management and provides a useful point of departure for establishing ethical change practices.
... Business ethics has the potential to become a significant aspect of corporate strategy and culture. Vinten (1998) suggests that we now have the 5Es of audit: economy, efficiency, effectiveness, environment and ethics. He defines the 'business ethics audit' which attempts to find a middle way between a view that businesses are entirely about creating social good, and one which considers that 'the business of business is business' and that there is no wider social responsibility. ...
Research is currently being undertaken to compare attitudes and behaviour towards ethics in information technology between students at an Australian and a South African university. This work provides a background to ethics from the literature from which a behavioural model for micro-level ethical standards is proposed. Using a theoretical underpinning of Fishbein & Azjen’s Theory of Reasoned Action, a survey document has been developed to identify and compare what constructs most affect an individual's intention to behave in situations requiring ethical considerations.
This study aims to investigate the existing link between Total Quality Management (TQM) and Sustainability, consistent with the Triple Bottom Line (TBL) approach. For this purpose, a Systematic Literature Review (SLR) was carried out, which resulted in a corpus of 139 scientific articles covering the period from 1996 to 2023. Two research questions were answered: (1) What are the main research methodologies adopted in literature to analyze the relationship between TQM and Sustainability? (2) Which are the mostly used CSFs of TQM for achieving Sustainability? Based on this analysis, a thorough explanation of why TQM can be considered the catalyst of Sustainability is presented. The results indicate how four CSFs of TQM, which are Human Resources Management ‘HRM’, ‘Process management’, ‘Customer Focus’ and ‘Continuous Improvement’, recur and intersect with each other in literature. Finally, from a managerial perspective, this research represents a significant contribution in establishing the importance of a TQMoriented management approach to achieve Sustainability, providing insights and understanding to guide managers/decision-makers to enhance sustainability in quality improvement processes.
This study deals with ethical aspects of decision-making in the context of future industrial systems such as depicted by the Industry 4.0 principles. These systems involve a great number of interacting elements, with more or less autonomy. In this sense, ethics may become an important mean to ensure a long-term viable joint integration of humans and artificial elements in future industrial systems merged into the society. Two complementary views can be thus identified to integrate ethics in such future industrial systems. The first view conventionally defines ethics as a non-negotiable static set of conditions and rules to be met by the considered systems throughout their lifecycle. The second view assumes that ethics can be seen as a performance factor to which a KPI (Key Performance Indicator) is associated and which can, therefore, be more or less directly measured and lead to improvement through time. Starting from an overall definition of the concept of ethics, its conventional vision and its specifications regarding future industrial systems, these two views are exposed and discussed, leading to the establishment of some properties for the definition of a generic framework to handle ethics throughout decision-making processes. Concluding remarks and prospects are finally presented.
In 2011, Romania joined other EU countries in making accreditation of hospital units. In the first quarter of 2012, five of 459 hospitals were accredited, while others were under evaluation. Our research aims to analyse from an ethical perspective the hospital accreditation standards as they are applied by the National Commission on Accreditation of Hospitals (CoNAS). The starting point of our inquiry is the relationship between quality (followed by accreditation) and ethics, supported by many authors and experts. The research consists, firstly, in a broad review of the literature and best practices and, secondly, in the ethical-philosophical analysis of the 11 referential categories employed in the evaluation of hospitals in Romania. The qualitative analysis revealed that, by their nature and purpose, many of the accreditation standards are able to cover, to a certain extent, the moral obligations of the institution in accordance with its clinic mission, but in a formal way. Therefore, they do not provide a true picture of the concerns from the point of view of the ethics' management. Consequently, the results of an ethical audit integrated into the accreditation process (or organized simultaneously) have to be taken into account. This approach, which introduces institutional ethics evaluation criteria, may be useful in the efforts to improve the performance of hospital facilities. Moreover, it can also provide a plausible argument for the classification of hospitals and a fairer allocation of resources, i.e. not only on grounds of cost effectiveness.
This paper presents a general optimization procedure of marketing retrieving strategies by an integrated method of AHP, ANP and TOPSIS. First, a relationship network of decision criteria which influences the final selection of marketing retrieving strategies is summarized according to existing literature. Then, AHP and ANP are applied to calculate the weight of each decision criteria, and TOPSIS is utilized to rank the marketing retrieving strategies. Survey results are collected in food manufacturing firms. The empirical results show that social responsibility and shrinkage of consumers' consideration set are the most important criteria within control layer and network layer of Multi-Criteria Decision Making (MCDM) model respectively; voluntary recall is the best marketing retrieving strategy during product harm crisis while food industry involvement is the worst strategy.
Purpose
– This paper aims to analyse the case of a non-governmental organization (NGO) and the possibilities of implementing corporate social responsibility (CSR) strategy and principles in an organizational quality management system (QMS) to reduce the rate of staff turnover and improve the overall excellence of the organization. QMS provides a framework for implementing CSR policy, strategy, activities and culture at all management levels of organization, creating a basis for establishing a sustainable development policy and providing overall employee and management commitment and continuous improvement of the system.
Design/methodology/approach
– Several research methods, such as literature review, logical and comparative analysis, in-depth interviews, Ishikawa diagram method and organization performance assessment via M. Baldrige excellence criteria, were applied in this research.
Findings
– The authors came to the conclusion that implementing employee-related CSR activities in an organizational QMS in a long-term period can reduce employee turnover, increase loyalty and commitment and improve the overall process performance in an NGO. The QMS framework allows maintaining, monitoring and evaluating continuous effect and execution of CSR principles, and including CSR strategies in organizational policy.
Research limitations/implications
– The research is restricted due to the fact that the authors cannot disclose the name of the analysed NGO because of ethical and confidentiality considerations.
Originality/value
– The paper presents an encompassing approach of integration of CSR principles in quality management principles for reducing staff turnover, completing a case study of an NGO.
As competition in the global economy grows, management systems are becoming increasingly complex and diverse. Management system audits, applied for the examination of system effectiveness and compliance with planned arrangements, seem to be following the same path. This paper addresses the fundamental models, concepts, principles and practices of management system auditing, with the objective of improving the consistency and effectiveness of audits across quality, environmental, financial, safety, maintenance and other auditing disciplines. The concept of a generic audit is introduced on the basis of the systems approach. Discipline-specific audit definitions are analyzed, and a generic audit definition is depicted. Quality, environmental and accounting audit principles are compared, and a set of basic features of a generic audit is illustrated and discussed. Common audit practices are subsequently illustrated, followed by an outline of the structure and content of a generic audit guideline, together with the proposed two-prong approach to the development of the generic audit.
Purpose
The objective of this research is to introduce and describe a conceptual framework of business ethics in TQM.
Design/methodology/approach
In order to highlight the concepts proffered, a case study in the Swedish retail industry was conducted. The data that underpin the case illustration have been collected as part of a larger research project in the Swedish retail industry. This paper draws on and reports the findings from one case of the larger research project that has been used in this instance to inform the role of business ethics in TQM. The case illustration is based on a qualitative approach. The data were collected through interviews with leading executives in the corporation,
Findings
Both time and context become crucial parameters to manage the quality and spectrum zones of core values in the marketplace. In fact, the necessary quality management of business operations has to be performed without delay, minimising the damage. Therefore, the importance of business ethics becomes evident in TQM. In the long run, TQM will not succeed in business operations unless business ethics is considered in the core values to support the techniques and tools applied.
Research limitations/implications
The model has only been tested by relating it to one case in the Swedish retail industry.
Practical implications
TQM is dependent on the contextual and evolutionary issues in the marketplace. Therefore, TQM should be interpreted as a continuous process. The importance of continuously monitoring the spectrum zones and qualities of core values in TQM should not be under‐estimated. Therefore, business ethics should always be present in TQM. Further research would benefit from other case studies of how business ethics benefits TQM. Therefore, the dynamics of business ethics in TQM should be further explored.
Originality/value
Business ethics needs to be an essential consideration of any TQM process. This paper examines how an organisation can incorporate this task.
Purpose
The topic is restricted to the components of total quality management (TQM), in which a set of values, tools and techniques unites the descriptions of TQM. The purpose of this paper is to discuss the impact on an additional core value of the components of TQM, namely the sustainability of values, tools and techniques.
Design/methodology/approach
A strategic perspective of sustainable quality management is applied, rather than tactical and operative ones. The term “sustainable quality management” is used.
Findings
The paper contends that quality management (in general) and TQM (in particular) should be scrutinised by stressing the sustainability of values, tools and techniques.
Research limitations/implications
Sustainable quality management provides a potential to improve and extend the theory generation and the best practices of TQM in the future. An important area for further research is to examine the extent of sustainable quality management practices beyond the organisational boundaries and traditional channel structures. Sustainable quality management is complex to implement and evaluate.
Practical implications
The paper provides theoretical and managerial ideas and insights in order to anticipate and avoid the non‐sustainability of TQM practices.
Originality/value
One contribution is a model of a circulation approach to TQM. Another contribution is a model of the sustainability of TQM, which connects and reconnects corporate values, tools and techniques in quality management.
The topic of this paper focuses on proactive versus reactive business ethics performance in the marketplace. The internal perception of a corporation and the external perception of the same corporation are used as generic determinants of business ethics performance. In turn, they are underpinned by evolutionary and contextual issues in the marketplace. The authors provide a generic conceptual framework of proactive and reactive business ethics performance. Case illustrations underpin the positives and negatives of proactive and reactive business ethics in the marketplace. A profile analysis process of proactive and reactive business ethics performance is also outlined. The gap between the internal and external perceptions of a corporation’s actions becomes crucial to achieve successful business ethics performance in the marketplace. Therefore, a corporation’s current business ethics performance should always be regarded as an on-the-spot-account that is either proactive or reactive. An important insight of this research is that business ethics performance requires the ongoing re-connection with reality by corporations.
Valid acts of whistleblowing – employees informing on dubious practices in the workplace – is increasingly being viewed in a favourable light, with statutory protection following. Examples of whistleblowing are presented, including education and disaster situations which, being life-threatening, have immediate perceived value. Provides criteria for valid forms of whistleblowing, the formulation of codes of ethics for whistleblowers, and suggests the way forward for the quality profession, who may be assisted through whistleblowing.
Purpose
The objective is to describe and conceptualize leadership performance in total quality management (TQM).
Design/methodology/approach
A contingency approach to leadership performance in TQM is undertaken.
Findings
Contingency models of leadership performance in TQM are introduced. Principal parameters in these models are timely contextual accuracies – as well as they contain foresight versus improvidence accuracies – of TQM. A contingency process of leadership performance accuracy in TQM is also introduced. The accuracy parameters are linked by a process accuracy zone. It serves as a descriptive tool of leadership performance. Finally, a typology of leadership performances in TQM is conceptualised.
Research limitations/implications
Generally, this paper is restricted to the core values of TQM, in which a set of core values unites the descriptions of TQM. In particular, this paper is limited to the core value of leadership/management commitment. An important area of further research is to examine the actual accuracy of leadership performance across contexts and over time, as well as foresight versus improvidence accuracy in TQM.
Practical implications
The models, process and typology introduced may be applicable to examine and describe corporate leadership performance in TQM. They may also be used for teaching and training purposes, and in particular as an eye‐opener to the leadership itself, as well as to the employees, the shareholders and other stakeholders (e.g. analysts) in the marketplace. Furthermore, they may be used to position an organisation's specific leadership performance and to compare it with the leadership performance of others (e.g. competitors, suppliers and customers).
Originality/value
The contributions of this paper are: two linked contingency models of leadership performance in TQM, a contingency process, and a typology, both of which are of interest to both practitioners and scholars.
Purpose - Aims to investigate the effect of communicating corporate social responsibility (CSR) initiatives to young consumers in the UK on their fast-food purchasing with reference to McDonald's and Kentucky Fried Chicken (KFC). Design/methodology/approach - Focus groups were conducted to clarify themes and inform a questionnaire on fast-food purchasing behaviours and motives. Attitude statements were subjected to an exploratory factor analysis. Findings - Most respondents (82 per cent) regularly purchased fast food from one of the companies; purchases were mostly impulsive (57 per cent) or routine (26 per cent), suggesting relatively low-level involvement in each case. While there was scepticism regarding the CSR activity being promoted, expectations about socially responsible behaviour by the companies were nevertheless high. Four factors were isolated, together explaining 52 per cent of the variance in fast-food purchasing behaviour. They were brand value, nutritional value, ethical value and food quality. Research limitations/implications - The research was conducted with students, and while these represent a key-target market, any further research should target a more diverse public. Practical implications - There are important implications for global fast-food companies in terms of protecting and developing their brand value; they need to respond to the wider food-related debates in society, in particular, those concerning healthy eating and food ethics. They also need to ensure that their business practices are fully consistent with the values expressed in their CSR initiatives. Originality/value - The special value of the paper lies in its joining together of current perspectives on CSR and consumer value in the UK food industry as it explores both through the perceptions of young consumers of fast food.
Although much has been written about total quality management and employee involvement, little attention has been paid to individual-level determinants of employee's involvement in total quality management. The use of behaviour theory to formulate propositions regarding the determinants is especially scare in the total quality management and employee involvement literature. The major objective of the present research was to isolate individual-level factors that would enhance or hamper employee's involvement in continuous improvement activities related to work quality. The present research used the theory of reasoned action, the theory of planned behaviour and the technology acceptance model as bases to develop a causal model. On-site surveys were conducted at a leading Chinese cigarette firm having implemented total quality management over 10 years. The developed model was tested by means of structural equation modeling using LISREL. The results supported the model. The findings revealed that intentions to involve in the activities are the major contributor to employee involvement behaviour, and that these intentions are influenced firstly, by attitude towards involvement and, secondly, by professional ethics, self-efficacy, subjective norm, and perceived empowerment, and that these attitudes are influenced firstly by perceived usefulness, and secondly by perceived risk. Self-efficacy and perceived empowerment are also significant predictors of employee involvement behaviour. The implications of the research for managers and researchers, as well as research limitations, are also discussed.
In this paper a corporate social responsibility audit is developed following the underlying methodology of the quality award/excellence models. Firstly the extent to which the quality awards already incorporate the development of social responsibility is examined by looking at the Malcolm Baldrige National Quality Award and the European Quality Award. It will be shown that the quality awards do not yet include ethical aspects in relation to social responsibility. Both a clear definition of social responsibility and an improved audit instrument are required. A definition and an audit instrument are developed which stimulate movement in that direction and help organisations to reflect on their position in relation to social responsibility.
This article presents a systematic literature review on quality management and social responsibility (focusing on ethical
and social issues). It uses the literature review to identify the parallels between quality management and social responsibility,
the extent to which qualitative, quantitative and mixed methods are used, the countries that have contributed most to this
area, and how the most common quality management practices facilitate social responsibility. The literature review covers
articles about quality management and social responsibility (focusing on ethical and social categories) based on a computer
search in three databases, namely ABI Inform, Emerald and Science Direct, and includes articles dealing with the subject that
were found in the lists of references of the articles found in the primary search, as well as a search in six top management
journals. The results show (1) the journals most likely to publish this type of article; (2) the range of qualitative, quantitative
and mixed methods used; (3) the most productive countries in this field; (4) the parallels between quality management and
social responsibility; and (5) how the most common quality management practices facilitate ethical behaviour and social aspects.
Key wordsquality management–quality practices–social responsibility–systematic literature review
The myths on internal auditing feed on a combination of facts, beliefs, and
rumours, like it usually happens when people seek to comprehend things that are somewhat
puzzling to the eye of a layman. The author of the article investigates the sources
and content of internal auditing myths to explain why these cognitive constructs
should be identified and counteracted. The aim of the article is to present the myths on
internal audit. The analysis is based on research involving a critical review of the literature
and unstructured interviews with 6 internal auditors, 7 auditees and 4 working students.
The author decided to explore internal audit myths after analysing the results of a survey
conducted in preparation of her doctoral dissertation. The analysis revealed ungrounded
beliefs about this function, as well as showing that internal audit myths are circulated by
auditees, working students and internal auditors themselves. A failure to find studies on
internal audit myths was also an argument for undertaking the following research.
The mission of the modern internal audit is to support the development of the company and to contribute to the achievement of its objectives. In this context, the need for the internal audit to meet the expectations of stakeholders is becoming increasingly important. Moreover, it requires a proactive role, which includes to provoke needs, provide advice, and to offer opportunities. The modern internal audit must go beyond its traditional role of observer, finder and corrective, and become the engine that inspires changes in the company. In order for this transformation to take place, it is necessary to change the objects and subjects of the internal audit. Corporate culture, corporate social responsibility, ethics, cybersecurity, risk-culture, innovation, strategies, etc. are joined of the objects of internal auditing. All this implies new competences, attitudes and skills of internal auditors.
In the classic bestseller, Capitalism and Freedom, Milton Friedman presents his view of the proper role of competitive capitalismâthe organization of economic activity through private enterprise operating in a free marketâas both a device for achieving economic freedom and a necessary condition for political freedom. Beginning with a discussion of principles of a liberal society, Friedman applies them to such constantly pressing problems as monetary policy, discrimination, education, income distribution, welfare, and poverty. "Milton Friedman is one of the nation's outstanding economists, distinguished for remarkable analytical powers and technical virtuosity. He is unfailingly enlightening, independent, courageous, penetrating, and above all, stimulating."-Henry Hazlitt, Newsweek "It is a rare professor who greatly alters the thinking of his professional colleagues. It's an even rarer one who helps transform the world. Friedman has done both."-Stephen Chapman, Chicago Tribune
Since the early 1980s there has been an explosion of auditing activity in the United Kingdom and North America. In addition to financial audits there are now medical audits, technology audits, value for money audits, environmental audits, quality audits, teaching audits, and many others. Why has this happened? What does it mean when a society invests so heavily in an industry of checking and when more and more individuals find themselves subject to formal scrutiny? The Audit Society argues that the rise of auditing has its roots in political demands for accountability and control. At the heart of a new administrative style internal control systems have begun to play an important public role and individual and organizational performance has been increasingly formalized and made auditable. Michael Power argues that the new demands and expectations of audits live uneasily with their operational capabilities. Not only is the manner in which they produce assurance and accountability open to question but also, by imposing their own values, audits often have unintended and dysfunctional consequences for the audited organization. Available in OSO: http://www.oxfordscholarship.com/oso/public/content/management/9780198296034/toc.html
Social Responsibility Audit. A Management Tool for Survival, Foundation for Business Responsibilities
- J Humble
Consumerism as a retailer’s asset”
- E Peterson
Social Audit on the Avon Rubber Company Ltd
- Social Audit
The baby killer scandal, War on Want
- A Chetley