IDEAS home Printed from https://ideas.repec.org/p/wpa/wuwpgt/0412031.html
   My bibliography  Save this paper

Social Irresponsibility in Management

Author

Listed:
  • JS Armstrong

    (The Wharton School - University of Pennsylvania)

Abstract

Previously published research suggested that the typical manager may be expected to harm others in his role as a manager. Further support for this was drawn from the Panalba role-playing case. None of the 57 control groups in this case were willing to remove a dangerous drug from the market. In fact, 79% of these groups took active steps to prevent its removal. This decision was classified as irresponsible by 97% of the respondents to a questionnaire. Because the role exerts such powerful effects, an attempt was made to modify subject’s perceptions of their role so that managers would feel responsible to all of the firm’s interest groups. Some subjects were told that board members should represent all interest groups; other subjects were placed on boards of directors where the different groups were represented. Subjects in both groups also received information on the impact of the decisions upon stockholders, employees, and customers. The percentage of irresponsible decisions was reduced under these conditions as only 22% of the 116 groups selected the highly irresponsible decision.

Suggested Citation

  • JS Armstrong, 2004. "Social Irresponsibility in Management," General Economics and Teaching 0412031, EconWPA.
  • Handle: RePEc:wpa:wuwpgt:0412031
    Note: Type of Document - pdf; pages: 29
    as

    Download full text from publisher

    File URL: http://econwpa.repec.org/eps/get/papers/0412/0412031.pdf
    Download Restriction: no

    Other versions of this item:

    References listed on IDEAS

    as
    1. Carroll, Archie B., 1975. "Managerial ethics a post-watergate view," Business Horizons, Elsevier, vol. 18(2), pages 75-80, April.
    2. Lorig, Arthur W., 1967. "Where do corporate responsibilities really lie? : Not to society, managers feel," Business Horizons, Elsevier, vol. 10(1), pages 51-54.
    3. Bowman, James S., 1976. "Managerial ethics in business and government," Business Horizons, Elsevier, vol. 19(5), pages 48-54, October.
    Full references (including those not matched with items on IDEAS)

    Citations

    Citations are extracted by the CitEc Project, subscribe to its RSS feed for this item.
    as


    Cited by:

    1. Murphy, Patrick E. & Schlegelmilch, Bodo B., 2013. "Corporate social responsibility and corporate social irresponsibility: Introduction to a special topic section," Journal of Business Research, Elsevier, vol. 66(10), pages 1807-1813.
    2. Windsor, Duane, 2013. "Corporate social responsibility and irresponsibility: A positive theory approach," Journal of Business Research, Elsevier, vol. 66(10), pages 1937-1944.
    3. Lin-Hi, Nick & Müller, Karsten, 2013. "The CSR bottom line: Preventing corporate social irresponsibility," Journal of Business Research, Elsevier, vol. 66(10), pages 1928-1936.
    4. Woodside, Arch G., 2012. "Incompetency training: Theory, practice, and remedies," Journal of Business Research, Elsevier, vol. 65(3), pages 279-293.
    5. repec:eee:jbrese:v:80:y:2017:i:c:p:82-97 is not listed on IDEAS
    6. Armstrong, J. Scott & Green, Kesten C., 2013. "Effects of corporate social responsibility and irresponsibility policies," Journal of Business Research, Elsevier, vol. 66(10), pages 1922-1927.
    7. Najah Attig & Sean Cleary & Sadok Ghoul & Omrane Guedhami, 2014. "Corporate Legitimacy and Investment–Cash Flow Sensitivity," Journal of Business Ethics, Springer, vol. 121(2), pages 297-314, May.
    8. ManMohan S. Sodhi & Christopher S. Tang, 2016. "Supply chain opportunities at the bottom of the pyramid," DECISION: Official Journal of the Indian Institute of Management Calcutta, Springer;Indian Institute of Management Calcutta, vol. 43(2), pages 125-134, June.
    9. JS Armstrong, 2004. "The Panalba Role Playing Case," General Economics and Teaching 0412029, EconWPA.
    10. Arnold, Denis G. & Valentin, Andres, 2013. "Corporate social responsibility at the base of the pyramid," Journal of Business Research, Elsevier, vol. 66(10), pages 1904-1914.
    11. Armstrong, J. Scott, 1983. "Strategic Planning and Forecasting Fundamentals," MPRA Paper 81682, University Library of Munich, Germany.
    12. JS Armstrong, 2005. "Strategic Planning And Forecasting Fundamentals," General Economics and Teaching 0502066, EconWPA.
    13. JS Armstrong, 2005. "The Manager’s Dilemma: Role Conflict in Marketing," General Economics and Teaching 0502042, EconWPA.
    14. Ignacio Ferrero & W. Michael Hoffman & Robert E. McNulty, 2012. "Must Milton Friedman Embrace Stakeholder Theory?," Faculty Working Papers 10/12, School of Economics and Business Administration, University of Navarra.
    15. Joseph Heath, 2008. "Business Ethics and Moral Motivation: A Criminological Perspective," Journal of Business Ethics, Springer, vol. 83(4), pages 595-614, December.
    16. Watkins, Alison & Hill, Ronald Paul, 2011. "Morality in marketing: Oxymoron or good business practice?," Journal of Business Research, Elsevier, vol. 64(8), pages 922-927, August.
    17. Putrevu, Sanjay & McGuire, Jean & Siegel, Donald S. & Smith, David M., 2012. "Corporate social responsibility, irresponsibility, and corruption: Introduction to the special section," Journal of Business Research, Elsevier, vol. 65(11), pages 1618-1621.
    18. Woodside, Arch G., 2000. "Announcing the First JBR Article Award for Exceptional Quality and High Scholarly Impact," Journal of Business Research, Elsevier, vol. 50(3), pages 233-234, December.
    19. JS Armstrong, 2004. "Forecasting Methods for Conflict Situations," General Economics and Teaching 0412025, EconWPA.
    20. Herzig, Christian & Moon, Jeremy, 2013. "Discourses on corporate social ir/responsibility in the financial sector," Journal of Business Research, Elsevier, vol. 66(10), pages 1870-1880.
    21. Green, Kesten C., 2002. "Forecasting decisions in conflict situations: a comparison of game theory, role-playing, and unaided judgement," International Journal of Forecasting, Elsevier, vol. 18(3), pages 321-344.

    More about this item

    Keywords

    obedience to authority; Panalba; role-playing; social accounting; social responsibility; stakeholder theory;

    JEL classification:

    • A - General Economics and Teaching

    NEP fields

    This paper has been announced in the following NEP Reports:

    Statistics

    Access and download statistics

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:wpa:wuwpgt:0412031. See general information about how to correct material in RePEc.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (EconWPA). General contact details of provider: http://econwpa.repec.org .

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    If CitEc recognized a reference but did not link an item in RePEc to it, you can help with this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service hosted by the Research Division of the Federal Reserve Bank of St. Louis . RePEc uses bibliographic data supplied by the respective publishers.