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The incentives for organizations to practice good corporate citizenship include social expectations and pressures, the ingrained values of corporate leaders, and citizenship's contributions to business performance. In addition, healthcare organizations have a unique citizenship incentive because of the relationship between practicing corporate citizenship and achieving the core, health-enhancing purposes of these organizations. A template of six organization behaviors that have been empirically determined to be widely used citizenship-related behaviors is described, along with how a large healthcare organization exhibits these behaviors. A three-step process is described through which healthcare organizations can build competence in corporate citizenship by (1) incorporating citizenship commitments into their missions and giving citizenship a high priority; (2) organizing to build competence in corporate citizenship, and to facilitate and sustain citizenship performance; and (3) maintaining commitment to citizenship competence and increasing citizenship performance by conducting periodic citizenship audits, and acting on the results.

William H. Mobley is professor of management and advisor on executive education at China Europe International Business School in Shanghai. He is also an experienced executive and management consultant and coach working primarily with executives and leadership teams based in China and the Asia Pacific region. He is the president and managing director of the Shanghai-based Mobley Group Pacific (MGP). MGP focuses on executive assessment for selection and development; executive coaching; organizational design, culture and effectiveness; China business entry and development. He earned his BA degree in psychology and economics from Denison University in the United States and his Ph.D. degree in psychology from the University of Maryland, College Park. He has also been awarded honorary degrees from the University of Americans in Pueblo Mexico and the University of Akron and is an honorary professor at the Chinese University of Hong Kong. He has served as a visiting professor at National Taiwan University, Hong Kong University of Science and Technology and as a visiting fellow at Cornell University. He is the author of Employee Turnover: Causes, Consequences and Control (Addison Wesley) and executive editor of Advances in Global Leadership (JAI/Elsevier). He is a registered organizational psychologist and a fellow of APA, APS and the Society for Industrial Organizational Psychology. Bill previously served as corporate manager of HR Research and Succession Planning for PPG Industries; as dean of the College of Business Administration and later president of Texas A&M University; as managing director of PDI Asia Pacific; and president of the Global Research Consortia Ltd. He currently serves on the Board of Directors of several companies and foundations in Hong Kong, China and the United States. He is a U.S. representative on the Pacific Economic Cooperation Council (PECC).

William H. Mobley is professor emeritus of management and advisor on executive education at China Europe International Business School in Shanghai. He also is an experienced executive and management consultant and coach working primarily with executives and leadership teams based in China and the Asia Pacific region. He is the president and managing director of the Shanghai-based Mobley Group Pacific (MGP). MGP focuses on: executive assessment for selection and development; executive coaching; organizational design, culture and effectiveness; and China business entry and development. He earned his BA degree in psychology and economics from Denison University, USA and his Ph.D. degree in psychology from the University of Maryland, College Park, MD, USA. He also has been awarded honorary degrees from the University of Americans in Pueblo Mexico and the University of Akron and is an honorary professor at the Chinese University of Hong Kong. He has served as a visiting professor at National Taiwan University, Hong Kong University of Science and Technology and as a visiting fellow at Cornell University. He is author of Employee Turnover: Causes, Consequences and Control (Addison Wesley) and is executive editor of Advances in Global Leadership (JAI/Elsevier). He is a registered organizational psychologist and a fellow of APA, APS, and the Society for Industrial Organizational Psychology. Bill previously served as corporate manager of HR Research and Succession Planning for PPG Industries; as dean of the College of Business Administration and later president of Texas A&M University; as managing director of PDI Asia Pacific, and president of the Global Research Consortia Ltd. He currently serves on the Board of Directors of several companies and foundations in Hong Kong, China, and the United States. He is a US representative on the Pacific Economic Cooperation Council (PECC) (e-mail: Mwilliam@ceibs.edu).

William H. Mobley is visiting chair professor of management at the University of Macau. Also, he is professor emeritus of management at China Europe International Business School in Shanghai. He is chairman of Mobley Group Pacific Ltd. (MGP), focusing on: executive assessment for selection and development; executive coaching; organizational design, culture, and effectiveness; and chairman of WGP Investments (Shanghai) Ltd. focused on China business entry and development and early stage investment in China technology based businesses. He earned his BA degree in psychology and economics from Denison University in the United States and his Ph.D. degree in organizational psychology from the University of Maryland, College Park. Dr. Mobley has been awarded honorary degrees from the University of Americans in Pueblo, Mexico, the University of Akron, and is an honorary professor at the Chinese University of Hong Kong. He has served as a visiting professor at National Taiwan University, Hong Kong University of Science and Technology and as a visiting fellow at Cornell University. He is author of Employee Turnover: Causes, Consequences and Control (Addison Wesley) and multiple papers in the Journal of Applied Psychology, Personnel Psychology, Psychological Bulletin, Academy of Management Journal, Academy of Management Review, and Harvard Business Review China, among others. He is executive editor of Advances in Global Leadership (Emerald Group Publishing). He is a registered organizational psychologist in Hong Kong and a fellow of APA, APS, and the Society for Industrial Organizational Psychology (SIOP). Bill previously served as corporate manager of HR research and succession planning for PPG Industries, dean of the College of Business Administration, and later became president and chancellor of Texas A&M University where he is now president emeritus. He has resided in Greater China for the past 16 years.

William H. Mobley is professor of management and advisor on executive education at China Europe International Business School in Shanghai. He also is an experienced executive and management consultant and coach working primarily with executives and leadership teams based in China and the Asia Pacific region. He is the president and managing director of the Shanghai-based Mobley Group Pacific (MGP). MGP focuses on: executive assessment for selection and development; executive coaching; organizational design, culture and effectiveness China business entry and development. He earned his BA degree in psychology and economics from Denison University in the U.S. and his Ph.D. degree in psychology from the University of Maryland, College Park. He also has been awarded honorary degrees from the University of the Americas in Pueblo Mexico and the University of Akron and is an honorary professor at the Chinese University of Hong Kong. He has served as a visiting professor at National Taiwan University, Hong Kong University of Science and Technology and as a visiting fellow at Cornell University. He is author of Employee Turnover: Causes Consequences and Control (Addison Wesley) and is executive editor of Advances in Global Leadership (JAI/Elsevier). He is a registered organizational psychologist and a fellow of APA, APS and the Society for Industrial Organizational Psychology. Bill previously served as corporate manager of HR Research and Succession Planning for PPG Industries; as dean of the College of Business Administration and later president of Texas A&M University; as managing director of PDI Asia Pacific, and president of the Global Research Consortia Ltd. He currently serves on the Board of Directors of several companies and foundations in Hong Kong, China and the U.S. He is a U.S. representative on the Pacific Economic Cooperation Council (PECC) (E-mail: Mwilliam@ceibs.edu).

Financial reporting decisions are influenced by environmental and individual factors. One environmental factor is the example set by management. Research has shown that the tone at the top is related to financial reporting decisions. However, this does not take into consideration that ethical cues from an employee's supervisor might also be relevant. On an individual basis, people who make unethical financial reporting decisions do not appear to be bad or evil people. So, why do these seemingly “good” people make these decisions? The theory of self-concept maintenance (Mazar et al., 2008) posits that individuals balance the desire to gain by behaving unethically with the desire to maintain a positive self-image by behaving ethically. How one balances these is based on one's ability to rationalize an action as honest, with decisions seen as having an ethical component being more difficult to rationalize. Findings indicate that having one person in a leadership position demonstrate a commitment to ethical behavior is related to more ethical financial reporting decisions, whether that person is at the top or closer to the middle. Additionally, a strong tone at the top is related to perceiving a situation is an ethical dilemma while a strong tune in the middle is not. Last, the authors find that a stronger perception that a situation is an ethical dilemma is associated with more ethical financial reporting decisions when the tune in the middle is controlled for, but not when the tone at the top is controlled for.

In February 2010, the US Securities and Exchange Commission (SEC) issued an interpretive release clarifying the information that registrants should disclose about climate change in their annual filings. Based on the industries the European Union targeted for its cap-and-trade carbon trading mechanism, this study investigates climate change disclosures for Fortune 500 firms operating in these same sectors. Using an equal-weighting scheme for content analysis of Form 10-Ks from 136 firms, we completed a comparative analysis on the extensiveness of climate change disclosures for the pre- and post-periods surrounding the SEC pronouncement. We observed a statistically significant increase in the disclosure of information related to climate change in 2010 compared to 2008, but no similar effect when comparing 2010–2009 reporting. There was a significant disclosure increase in 2009 compared to 2008. We conclude – based on a hypothesized anticipation of the SEC actually mandating climate change information in filings – that firms augmented their disclosures during 2009 in advance of the official guidance being published. This is a rather significant outcome given the historical lack of environmental disclosure subsequent to previous SEC mandates.

This chapter is a critical analysis of the empirical research described in the work of Arlie R. Hochschild “Strangers in Their Own Land: Anger and Mourning on the American Right” (2016). The problem of dignity is one of the common psychosocial elements that is used in the book to explain the phenomenon of strong support for right-wing parties that apply specific identity policies. The research report describes the Bayou region in Louisiana, US. The state and the region are the poorest and most ecologically polluted in the United States, and the Tea Party, a right-wing party, obtained the highest support in the region in the latest election. Arlie Hochschild's research and analytical achievements will be compared in this chapter with Polish studies carried out in a small town in Mazovia region, in which the right-wing party currently ruling Poland, the Law and Justice party (Prawo i Sprawiedliwosc), won in the most recent election. Although, I am aware of significant demographic, economic, and political differences between these two countries, I will show that there are certain political and psychosocial processes common to both of them, and these will be analyzed here. I mainly focus on the issues concerning emotions and the analysis of emotional labor, as well as emotion management as described by Arlie R. Hochschild, and I also refer to the concept of interaction rituals and emotional energy.