This article utilizes the methodology of evidence-based research to address the research question: Can scholarly literature be extended to develop a positive approach that motivates students and increases the effectiveness of business ethics education? Positive business ethics is defined as an inspired commitment to build long-term personal, organizational, and societal success through the consistent pursuit of ethical business behavior. Unfortunately, the business ethics content integrated into business discipline textbooks is primarily focused on unethical behavior and short-term perspectives and is lacking relevant context of business disciplines, leaving business schools poorly positioned to address AACSB ethical understanding and decision-making learning outcomes standards. Fortunately, the foundations of a positive approach have begun to emerge. Positive business ethics education fundamentally asserts that business people’s roles in society have great worth and that ethical behavior is relevant to their career success. A balanced approach reframes ethical dilemmas into ethical opportunities, transforming career-motivated business students into ethical managers who create long-term value in their successful virtuous organizations. Integrating a positive approach to business ethics education across the business disciplines will improve educational effectiveness, add quality to business schools, prepare the next generation of ethical managers and leaders, enhance careers, add value to businesses, and benefit society at large.
Political capital imprinted from the founding entrepreneur is found to have the power to endow companies with voice in China. Private firms established by entrepreneurs with political capital are more inclined to voice in case of dissatisfaction towards industry association. Based on social identity theory, this paper further discusses the interplay between previous political capital and current political membership and finds that possession of position in the People’s Congress would attenuate the relationship between previous political capital and corporate voice. Moreover, external legal fairness, embodied by government effectiveness, would also attenuate the above mentioned relationship.
Purpose The purpose of this study is to provide insights into the effect of servant leadership on turnover intentions. The authors investigate the mediating effects of perceived organizational support (POS), job embeddedness and job satisfaction on the relationship between servant leadership and turnover intentions. In doing so, the authors seek to make the following contributions. First, the authors seek to provide additional empirical evidence for servant leadership as an effective organizational theory. Additionally, the authors seek to establish POS, embeddedness and job satisfaction as underlying mechanisms that transmit the positive effects of servant leadership. Design/methodology/approach The data were collected from a paper and pencil survey questionnaire provided to employees of different organizations in a metropolitan area in the southeastern United States. The sample consisted of 150 participants; complete (listwise) data were available for 115 participants. Findings The study shows that POS and embeddedness are mediating mechanisms through which servant leadership is related to employee turnover intentions. The authors found POS and job embeddedness to be significant mediating constructs which help explain the nature of the relationship between servant leadership and turnover intentions. Originality/value By investigating these constructs in the present framework, we help to provide answers to the questions of how and why servant leadership affects employee outcomes. These answers are an important step towards more fully understanding the complex ways by which followers respond to servant leadership.
