Social purpose alliances are an increasingly important organizational form used by governments and supranational institutions to address large-scale social problems. Little is known, however, about how these alliances are organized and directed. This study investigates one such alliance, focusing on how accounting practices are being used to arrange, coordinate, and control a geographically-dispersed and heterogeneous group of actors involved in the fight against HIV/AIDS in Ghana, Africa. It considers how the World Bank and the Ghana AIDS Commission are using accounting to assemble and coordinate over 3000 NGO and community-based organizations which, in turn, provide HIV/AIDS prevention and treatment activities throughout the country. The analysis shows not only the centrality of accounting in the alliance-building process but also the tensions that exist between those activities aimed at governing individual actors and on-the-ground health activities. Archival documents along with 57 semi-structured interviews carried out between 2003 and 2006 provide the data for the study.

The literatures of business ethics and international business have generally had little influence on each other. Nevertheless, the decline in the power of nation states, the emergence of non-governmental organizations, the proliferation of self-regulatory bodies, and the changing responsibilities, roles, and structure of multinational corporations make constructive engagement between these two disciplines imperative. This changing institutional landscape creates many areas of common concern. In this article, we describe the changing institutional context of global business and suggest ways in which both business ethics and international business may inform each other more fruitfully.

Can SRI be a means to make investors both virtuous and prosperous? This paper argues that there are significant tensions between these goals, and that SRI should not allow the pursuit of higher investment returns to prevail over an ethical agenda of promoting social justice and environmental protection. The discourse on SRI has changed dramatically in recent years to the point where its capacity to promote social emancipation, sustainable development and other ethical goals is in jeopardy. Historically, SRI was a boutique sector of the market dominated by religious-based investors who sought to invest in accordance with the tenets of their faith. From the early 1970s, the aspirations of the SRI movement morphed significantly in the context of the divestment campaign against South Africa’s apartheid regime. No longer were social investors satisfied just to avoid profiting from immoral activities; instead, they also sought to change the behaviour of others. It was not until the late 1990s that the mainstream financial sector, particularly institutional investors, began to treat SRI as a legitimate investment strategy. However, with the 'mainstreaming' of SRI, its aspirations have shifted from ethical investment towards a business case approach to responsible investment. In this guise, SRI is championed primarily as a means to be prosperous rather than virtuous. Social and environmental issues are at risk of being marginalized if they are not perceived by investors to be 'financially material.' Business case SRI is a problematic benchmark for several reasons: often there is a countervailing business case for financing irresponsible activities, given the failure of markets to capture all social and environmental externalities; secondly, even if investors care about such concerns, there may be no means of financially quantifying their significance for investment purposes; and, thirdly, even if such factors can be financially quantified, they may be deemed to be such long-term financial costs or benefits that they become discounted and ignored. The ethics case for SRI and ethical business practices more generally takes the view that both investors and the companies they fund have ethical responsibilities that trump the pursuit of profits. Ethical investment should be grounded on this foundation. However, it may not be enough. To keep ethical investment ethical will likely require institutionalizing new norms and governance standards, in such domains as reforming fiduciary duties and the internal governance of financial organizations. SRI’s own codes of conduct including the UNPRI have yet to demonstrate the robustness to move the financial community beyond business-as-usual.

This article proposes a novel mapping of the complex relationship between business ethics and regulation, by suggesting five distinct ways in which business ethics and regulation may intersect. The framework is applied to a comparative case study of business responses to climate change regulation in Canada and Germany, both signatories to the Kyoto Protocol. Both countries represent distinctly different approaches which yield significant lessons for emerging economies. We also analyze the specific role of large multinational corporations in this process.

Consumer researchers have tended to equate consumer moralism with normative condemnations of mainstream consumer culture. Consequently, little research has investigated the multifaceted forms of identity work that consumers can undertake through more diverse ideological forms of consumer moralism. To redress this theoretical gap, we analyze the adversarial consumer narratives through which a brand-mediated moral conflict is enacted. We show that consumers' moralistic identity work is culturally framed by the myth of the moral protagonist and further illuminate how consumers use this mythic structure to transform their ideological beliefs into dramatic narratives of identity. Our resulting theoretical framework explicates identity-value-enhancing relationships among mythic structure, ideological meanings, and marketplace resources that have not been recognized by prior studies of consumer identity work.

Employee buy-in is a key factor in ensuring small- and medium-size enterprise (SME) engagement with corporate social responsibility (CSR). In this exploratory study, we use participant observation and semi-structured interviews to investigate the way in which three fair trade SMEs utilise human resource management (and selection and socialisation in particular) to create employee engagement in a strong triple bottomline philosophy, while simultaneously coping with resource and size constraints. The conclusions suggest that there is a strong desire for, but tradeoff within these companies between selection of individuals who already identify with the triple bottomline philosophy and individuals with experience and capability to deal with mainstream brand management – two critical employee attributes that appear to be rarely found together. The more important the business experience to the organisation, the more effort the organisation must expend in formalising their socialisation programmes to ensure employee engagement. A key method in doing this is increasing employee knowledge of, and affection for, the target beneficiaries of the CSR programme (increased moral intensity).

While overseas acquisitions by emerging-economy firms are gaining increased attention from the business press, our understanding of whether and why this inorganic mode of international expansion creates value to acquirer firms is limited. We argue that international acquisitions facilitate internalization of tangible and intangible resources that are both difficult to trade through market transactions and take time to develop internally, thus constituting an important strategic lever of value creation for emerging-economy firms. Furthermore, the magnitude of value created will be higher when the target firms are located in advanced economic and institutional environments: country markets that carry the promise of higher quality of resources, and therefore, stronger complementarity to the existing capabilities of emerging-economy firms. An event study of 425 cross-border acquisitions by Indian firms during 2000–2007 supports our predictions.

Most literature on economic growth focuses on expenditure in research and development (R&D) because of its ability to produce technological change. Models based on this principle, however, fail to account for the exceptional growth exhibited in recent year by country such as China where R&D expenditure is virtually non-existing and for the lack of growth observed in countries such as Japan where R&D expenditure is significant. We propose a model in which entrepreneurs may be research-based (those incurring R&D expenditure) or imitators (those not incurring R&D expenditure) and show that, when the returns to R&D expenditure are low, such as in many emerging economies, the presence of a high number of imitative entrepreneurs who increase competition and product supply is sufficient to generate economic growth regardless of the distribution of activity between research-based and imitative and in spite of low R&D expenditure.

This article explores the links between strategic goals, enterprise risk management, and ethics. We offer a typology of managerial attitudes toward strategic goals and rationality and explore the interaction between strategic and ethical decision making. In so doing, we offer a practical framework for managers to approach ethical dilemmas in the highly complex, volatile, and risky economy that we currently find ourselves in.