Recent studies have increasingly suggested leadership as a major antecedent to corporate social responsibility (CSR), empirical studies, which investigated the influence of various leadership aspects such as style and ethics on CSR and unraveled the mechanism through which leadership exerts its impact on CSR were restricted. Thus, the purpose of this research was to study the relationship between CEO ethical leadership and CSR by focusing on the mediating role of ethical culture and the intellectual capital facets (human capital and social capital) of the organization. Data for current research were collected through personally administered questionnaire through survey. Based on a sample of 250 respondents, the current study instituted that CEO ethical leadership positively affected CSR. Intellectual capital facets (human and social) and organizational ethical culture were observed to have a mediating effect on CEO ethical leadership and CSR relationship. Practical implications of the results are also given in the current study. Moreover, study limitations and directions for future study have also been presented.

Studies have shown that voice could be utilized as an effective method to improve organizational effectiveness. This study explores the relationship between ethical leadership and employee voice behavior by focusing on the mediating role of the error management climate and the moderating role of the employee's organizational commitment. Analysis of data collected in three phases in China indicates that the error management climate partly mediates the relationship between ethical leadership and voice behavior. Also, organizational commitment is found to moderate the relationship between the error management climate and voice behavior. Theoretical and practical implications of these results are discussed.

Drawing from conservation of resources theory, this study considers how employees' job dissatisfaction might reduce their engagement in helping behaviour, whereas their psychological capital might enhance this behaviour. The negative relationship between job dissatisfaction and helping behaviour in turn might be buffered by psychological capital. Data from Pakistani organizations provide empirical support for these theoretical predictions. The findings indicate that organizations with employees who feel unhappy about their job situation can still enjoy productive helping behaviours, to the extent they develop adequate personal resources within their ranks.

Research has demonstrated that trusting belief in one's ability is critical to coproducer selection; however, the importance of trusting belief in dedication has been ignored. This study aims to explore how reputation (i.e., word-of-mouth, certification, and recommendation) affects trusting belief in a potential coproducer's ability and dedication and examines its mediating effects in coproducing with a potential partner.

Empirical results show significant mediating effects of trusting belief in a potential coproducer's ability from certification, word-of-mouth, and recommendation, which in turn motivate coproduction, whereas certification leads to the motivation for coproduction through trusting belief in a potential coproducer's dedication. The findings refer to a unitary acceptance of ability but a divergent recognition of dedication. The focal party may regard certification as factual without personal distortion, while the recommendation is an evaluation worth considering. In considering dedication, the focal party may be unable to assess the extent of distortion from second-hand information (e.g., word-of-mouth).

In 2017, France established a due diligence statutory obligation for French parent companies to monitor extraterritorial human rights and environmental abuses committed by their off-shore affiliates. Switzerland is also considering adopting a similar law for Swiss parent companies. These obligations are comparable to the duty of care that, according to recent case law, British parent companies owe towards their subsidiaries’ neighbours. This article compares and contrasts the newly introduced French due diligence statutory obligation, the UK precedents, and two alternative Swiss legislative proposals on the due diligence and duty of care of parent companies.

The purpose of this study is to examine the relative contributions of the CEO and other (non-CEO) top management team members to firm performance. Using data from ExecuComp, we analyze 2,687 CEOs and 11,501 other top management team (TMT) members, by industry, during the period 2004–2017 using variance decomposition methods. We find that other TMT member effects are important but are smaller than CEO effects. We also find that the effect of new TMT members appointed by the CEO on firm performance is larger than the effect of continuing TMT members and that this differential effect on performance increases with CEO tenure.

The ethical sensemaking approach stands as an essential alternative to the dominant rational and objectivist paradigm of ethical decision-making in organizations. From this perspective, this research explores the intrapersonal interplay of emotions and reflexivity in ethical sensemaking. We analyzed thirty-seven semi-structured interviews conducted with executive coaches sharing a critical incident about an issue they framed as ethical. Our findings show that their ethical decisions unfolded over a three-phase emotional reflexive sensemaking process, where reflexivity allowed for the management of emotions in the form of emotional awareness, emotional unpacking, and emotional (dis)engagement. Therefore, we portray ethics as a fabric, produced through the knitting of emotions and reflexivity. And, while ethics certainly appear to be produced by the subject, we suggest a reciprocal relationship, whereby the very fabric of ethics contributes to the production of the ethical subject.

A panel of eight leadership scholars was convened to participate in a panel at the 20th International Leadership Association Conference to discuss the benefits and the pitfalls of applying authentic leadership theory to the classroom setting. Inspired by Ken Parry's masterful teaching and the authenticity that he displayed in the classroom, this paper provides an overview of the panel's discussion as they grappled with the attractions, the challenges and the risks that are posed to both teacher-scholars and student-scholars in bringing their full selves into the classroom.

This paper argues that the Big Four accountancy firms—PricewaterhouseCoopers, Deloitte, Ernst & Young, KPMG—operate as key political allies of the financial sector within financial regulatory battles. Leveraging the theoretical notion of “actor plurality” within the policymaking process, I demonstrate how, in the case of the European Union Financial Transaction Tax (FTT) initiative, accountancy professionals offered crucial support for the financial sector. They did so by disseminating key oppositional claims against the FTT proposal, developing tax mitigation and relocation strategies, preparing negative impact assessments, and advising on lobbying tactics. This allied stance of the Big Four is primarily a consequence of the ways in which their commercial priorities have been fundamentally transformed by the provision of consultancy services within the modern global economy. Moreover, the paper shows how accountancy experts are deeply embedded within a network of professional relationships that fosters substantive policy alignment between the Big Four and prominent financial lobbying groups. By highlighting the overlooked role of the major accountancy firms within post crisis regulatory reform, the study illuminates the unequal power relations that permeate financialized societies and contributes to a deeper understanding of how financial preferences continue to prevail within the policymaking process.

Nowadays social entrepreneurship is recognized as a two-way process, addressingboth social and economic concerns that can bring social inclusion, equity, anddevelopment to disadvantaged groups in society. This aspect is particularlyimportant and desirable within emerging economies. In these markets, which areconstantly faced with profound economic and social challenges, we see thegrowing importance of social entrepreneurs as they take upon themselves theprovision of welfare services and progressive activities. However, ourunderstanding of the mechanisms underlying the creation of social and economicvalues in social enterprises, and the factors contributing to the establishmentof these value creation objectives, is still rather fragmented. Our articlecontributes to this gap in the literature by decoding the process via whichfor-profit social entrepreneurs from China and India create social and economicvalue. In addition, by combining a deductive and an inductive approach ofanalysis, we offer novel insights into the context-dependent processual patternsdeciphered within the two countries. A new entrepreneurial process frameworkthat reflects the contextualized social value creation process by socialentrepreneurs is thus provided.

This paper strives to shed light on the interaction between business groups and the main governing parties after the onset of the economic crisis through a “thick narrative” approach. By focusing on the Portuguese case, the study aims to examine the preferences of the employer confederations during the distinct phases of the economic crisis and to analyze the political alignments established with different party governments. This contribution confirms the fragmentation of business interests on the one hand and tensions between the right-wing government and the main employer confederations on the other. While a pragmatic approach to party politics seems to be the predominant trend, historical and institutional legacies are still important factors when considering the actions and inner tensions of these organizations.

This article offers a contextualised explanation of the process of institutionalbridging by Delta, a British SME, in order to internationalise to China acrosshigh institutional distance. The study uncovers three novel mechanisms of‘Cross-institutional Dissonance Mitigation’,‘Multi-level Strategic Embedding’, and‘Cross-institutional Consonance Retuning’ to explain howand why a failing SME with limited resources and networks was able to bridge theinstitutional distance and internationalise to the challenging Chinese market.This article contributes to the literature on SME internationalisation acrosshigh institutional distance by opening the ‘black box’ ofSME institutional bridging, hence demonstrating the benefits of contextualisedexplanations to extend research into internationalisation phenomena that spanmultiple institutional boundaries.