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Building on the notion of “White fragility,” this study aims to explore how Whites react and cope with perceived discrimination at work. Specifically, the authors explore whether: (1) Whites react more negatively than minorities when they perceive discrimination at work and (2) Whites are more likely than minorities to restore the status quo by leaving the situation when they perceive discrimination at work.

Data for this study were obtained from the Professional Worker Career Experience Survey. In total, 527 working professionals from multiple organizations across the central USA participated in the survey.

The authors find evidence that Whites experience more negative psychological effects (i.e. lower job satisfaction and higher work stress) from perceived discrimination than minority employees and are more likely to act to restore conditions of privilege by leaving their current job and employer. The stronger negative effects of perceived discrimination for Whites (vs minorities) were restricted to work outcomes (job satisfaction, work stress, turnover intentions from one's employer) and were not evident with respect to perceptions of overall well-being (i.e. life satisfaction), suggesting that White fragility may play a particularly influential role in work settings, wherein racial stress may be more readily activated.

Consistent with the notion of White fragility, the study’s results demonstrate that the deleterious impact of perceived discrimination on employee work outcomes may, in some cases, be stronger for White than minority employees.

As organisational culture has become recognised as a significant phenomenon for understanding both managerial and organisational dynamics and development, two requirements have risen. On the one hand, we need a conceptual framework for comprehending culture and, on the other hand, we need methodologies for making culture visible. This article offers both – initially describing what is becoming a major conceptual framework for culture work, and then outlining a workshop methodology for making culture visible. An extended case illustrates both the framework and one form of culture‐surfacing methodology.

Research has so far not approached the contents of corporate code of ethics from a strategic classification point of view. Therefore, the objective of this paper is to introduce and describe a framework of classification and empirical illustration to provide insights into the strategic approaches of corporate code of ethics content within and across contextual business environments.

The paper summarizes the content analysis of code prescription and the intensity of codification in the contents of 78 corporate codes of ethics in Australia.

The paper finds that, generally, the studied corporate codes of ethics in Australia are of standardized and replicated strategic approaches. In particular, customized and individualized strategic approaches are far from penetrating the ethos of corporate codes of ethics content.

The research is limited to Australian codes of ethics. Suggestions for further research are provided in terms of the search for best practice of customized and individualized corporate codes of ethics content across countries.

The framework contributes to an identification of four strategic approaches of corporate codes of ethics content, namely standardized, replicated, individualized and customized.

The principal contribution of this paper is a generic framework to identify strategic approaches of corporate codes of ethics content. The framework is derived from two generic dimensions: the context of application and the application of content. The timing of application is also a crucial generic dimension to the success or failure of codes of ethics content. Empirical illustrations based upon corporate codes of ethics in Australia's top companies underpin the topic explored.

This paper sets out to describe and illustrate an emerging shift in the conceptualisation of value creation in business, namely the emergence of value ecology thinking.

This paper examines shifts in the understanding of value creation in key business, economic and innovation literature and focuses on developments in creative industries at the forefront of technology and innovation – film, TV, computer games, e‐business, mobile phones – to illustrate how business increasingly creates value through ecologies.

This paper identifies five important shifts in the conceptualization of value creation by highlighting a growing prevalence in the literature of several ecological metaphors used to explain business processes, namely: the shift from thinking about consumers to co‐creators of value; the shift from thinking about value chains to value networks; the shift from thinking about product value to network value; the shift from thinking about simple co‐operation or competition to complex co‐opetition; and the shift from thinking about individual firm strategy to strategy in relation to value ecologies.

This paper synthesizes emerging trends in the literature in relation to value creation and defines the concept of a value‐creating ecology. In the process it sheds light on the structure of next generation business systems.

We examined a large multi-year undergraduate leadership development program (LDP) across seven universities and used an integrated framework of transformational leadership and situational judgment tests (SJTs) during a critical and formative period of leadership development. This study was the first to show a significant relationship between experience and transformational leadership style in students in an undergraduate LDP using SJTs and the multifactor leadership questionnaire (MLQ). The results showed that greater experience was positively related to increased transformational leadership style and that high overall decision scores were indicated in all groups of students with varying leadership styles and varying experience levels and decision abilities. The study findings and implications are discussed, along with recommendations for leadership educators to develop decision quality in LDPs.

This article examines the results of a study conducted of the top 100 public sector units in Sweden. The aim of the study was to examine and describe the codes of ethics in these Swedish public sector units. Reports on the responses of 27 public sector units that possessed a code of ethics. The content analyses of these codes indicate that they have only recently become an interest in public Sweden. Many public sector units are in the early stages of development and assimilation of codes of ethics artefacts into overall ethics policies in the organization. A customized PUBSEC‐scale was used to measure and evaluate the content of the codes. The code of ethics best practice in the Swedish public sector has been used to develop a public sector scale consisting of seven dimensions and 41 items. The PUBSEC‐scale differs from the current private sector scales in literature, owing to the specific characteristics of the public sector.

The purpose of this paper is to describe the insights and a proposal into the structure of standards of business conduct and its intended applications.

The case study is based upon an inductive content analysis of corporate ethics artefacts.

It is concluded that the standards of business conduct may be highly prescriptive in world wide corporations, but that there should be an explicit commitment to a flexible and dynamic approach to the application of standards of business conduct.

An examination of the actual behaviour of a corporation's operations was beyond the scope of the present research, but such a study has potential for future research. This would open up the wider question of how corporations can minimise the gap between corporate intentions and actual outcomes in business operations across national and cultural boundaries.

These diverse national and cultural contexts that world wide corporations encounter must be taken into consideration in the content of their standards of business conduct.

The authors emphasise the concern of recognising that the contexts surrounding standards of business conduct are dynamic. Corporate codes of ethics should be regarded as dynamic artefacts. A framework of application is proposed.