A conceptual framework of corporate and business ethics across organizations: Structures, processes and performance

Abstract

Purpose

The objective of this paper is to introduce and describe a conceptual framework of corporate and business ethics across organizations in terms of ethical structures, ethical processes and ethical performance.

Design/methodology/approach

A framework is outlined and positioned incorporating an ethical frame of reference in the field of organizational chain management.

Findings

A number of areas and sub‐areas of corporate and business ethics are framed in the context across organizations.

Research limitations/implications

The introduced framework should be seen as a seed for further development and refinement. It provides opportunities for further research of ethical concerns across organizations.

Practical implications

Organizations may benefit from the findings and insights presented and they may be used to enhance their ability to manage, monitor and evaluate ethical business practices across organizations.

Social implications

Changing societal and market patterns may enforce organizations to address ethical concerns across organizations. A myopic approach restricted to the judicial system may become insufficient and unsatisfactory from the perspective of other stakeholders of the organization.

Originality/value

The framework makes a contribution bringing in ethical concerns across organizations, providing a basis for their ethical values and culture, as well as asymmetric relationships in terms of power and dependence. The authors believe that a true learning organization needs to realise the importance of an extended view of its endeavors of corporate and business ethics in terms of ethical structures, ethical processes and ethical performance across organizations.

Citation

Svensson, G. and Wood, G. (2011), "A conceptual framework of corporate and business ethics across organizations: Structures, processes and performance", The Learning Organization, Vol. 18 No. 1, pp. 21-35. https://doi.org/10.1108/09696471111095975

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