Kafli 5 (lauslega) Flashcards
Which of the following best exemplifies corporate malpractice?
A.
A company laying off an employee for bad conduct and performance
B.
A company hiring only experienced candidates and refusing to hire new graduates
C.
A company outsourcing the production of its goods to a company that employs children
D.
A company acquiring another company that recently filed for bankruptcy
C.
A company outsourcing the production of its goods to a company that employs children
Which of the following is a difference between philanthropy and enlightened self-interest?
A.
Unlike philanthropy, enlightened self-interest involves a desire to give back to society as a form of gratitude.
B.
Philanthropy involves an experience of the intrinsic pleasure of giving, whereas enlightened self-interest involves giving as a form of insurance.
C.
Unlike philanthropy, enlightened self-interest enhances a company’s status and reputation.
D.
Philanthropy involves investing in something with a long-term return, whereas enlightened self-interest provides immediate gratification.
B.
Philanthropy involves an experience of the intrinsic pleasure of giving, whereas enlightened self-interest involves giving as a form of insurance.
Which of the following is an example of corporate responsibility in terms of product and service impacts?
A.
Supporting pension schemes
B.
Dealing fairly with producers and suppliers
C.
Promoting diversity
D.
Using clear and accurate labels
D.
Using clear and accurate labels
Which of the following statements is true of the ethical decision-making model?
A.
It predicts that personal characteristics of individuals such as work group norms play a bigger role in ethical decision-making than do contextual factors such as ego strength.
B.
It states that an employee’s response to an ethical dilemma is based solely on contextual factors.
C.
It predicts that an employee’s response to an ethical dilemma depends on individual characteristics and organisational policies.
D.
It states that people with an external locus of control are more likely to make ethical decisions than people with an internal locus of control.
C.
It predicts that an employee’s response to an ethical dilemma depends on individual characteristics and organisational policies.
Rubin, a junior employee in an investment company, recently became aware that a senior executive has embezzled millions from the company. He is now torn between reporting this information to an HR manager and keeping it to himself. In the context of the ethical decision-making model, which of the following is an individual factor that is likely to affect Rubin’s decision?
A.
The extent to which Rubin can follow his convictions and resist impulses.
B.
The beliefs of Rubin’s team members about ethical and unethical behaviours.
C.
The penalties established by the management for misconduct.
D.
The policy of the management on whistleblowing.
A.
The extent to which Rubin can follow his convictions and resist impulses.
Ryan, a national of the country Vietrele, is currently a manager in a company based in the country Jakavia. He needs to get some documents authorised by a government official in Jakavia and is surprised when the official asks for a bribe. Despite knowing that bribery is wrong, Ryan is aware that the culture and local norms of Jakavia need to be considered when making the decision of whether or not to pay the bribe. Which of the following concepts does this scenario best exemplify?
A.
Social entrepreneurship.
B.
Corporate responsibility.
C.
Ethical relativism.
D.
Enlightened self-interest.
C.
Ethical relativism.
Rangan (2015) believes that there are three ways in which corporate responsibility can support business strategy. Which of the following is one these ways?
A.
Engaging in enlightened self-interest, which involves social welfare activities that are not intended to produce a profit or to benefit a business directly or indirectly.
B.
Emphasising that managers view their role in economic and financial terms.
C.
Promoting ethnocentrism, which is a culture in which people value and respect the traditions and beliefs of those who belong to other cultures.
D.
Redesigning business processes to make efficient use of resources and produce less waste.
D.
Redesigning business processes to make efficient use of resources and produce less waste.
Porter and Kramer (2011) believe people tend to perceive that business is the cause of most social and environmental problems, which threatens the legitimacy of businesses in people’s eyes. According to them, which of the following is part of the problem?
A.
Managers tend to use broad measures of long-term success.
B.
Businesses allow local clusters to form.
C.
Many managers think of their roles in economic terms.
D.
Businesses constantly rethink their markets and products.
C.
Many managers think of their roles in economic terms.
Porter and Kramer (2011) believe that business is widely perceived as the cause of most social and environmental problems and that this begins to threaten the legitimacy of businesses in the eyes of many citizens. Which of the following ways do Porter and Kramer advocate for companies to perform well?
A.
Accentuating the need for managers to view their role in strictly financial and economic terms.
B.
Focusing on the internal and competitive environments rather than on the general environment.
C.
Focusing on the micro-environment rather than on the macro-environment.
D.
Focusing on creating economic value in a way that also creates value for the society by attending to its needs.
D.
Focusing on creating economic value in a way that also creates value for the society by attending to its needs.
Robert Eccles and his colleagues compared high-sustainability companies with low-sustainability companies. Which of the following is true of their findings?
A.
High-sustainability companies were less likely to outperform low-sustainability companies in the stock market as well as in accounting performance.
B.
High-sustainability companies were more likely than low-sustainability companies to assign responsibility for sustainability to all board committees rather than to a specific committee.
C.
High-sustainability companies were less likely than low-sustainability companies to assess and divulge information related to customers, employees and suppliers.
D.
High-sustainability companies were more likely than low-sustainability companies to set up a stakeholder management process that is comprehensive and engaging.
D.
High-sustainability companies were more likely than low-sustainability companies to set up a stakeholder management process that is comprehensive and engaging.
Stoian and Gilman (2017) defined five corporate responsibility (CR) practices and asked how, when combined with a firm’s strategy, they affected firm growth. Which of the following did they find after a quantitative study of 211 UK-based SMEs?
A.
CR activities that focused on environmental issues such as recycling supported firm growth.
B.
CR activities that focused on employees enhanced the growth of firms, except in firms with a differentiation strategy.
C.
CR activities that focused on human rights issues such as non-discrimination supported firm growth.
D.
CR activities that focused on the community increased the growth of firms, especially in firms with a cost leadership strategy.
D.
CR activities that focused on the community increased the growth of firms, especially in firms with a cost leadership strategy.
Jones et al. (2014) show that organisations that are active in their community and have pro-environment policies are substantially more enticing to a potential employee than are organisations without them. Three mechanisms supported this link. Identify one of these mechanisms.
A.
The potential employee’s anticipation of a masculine culture in the organisation.
B.
The potential employee’s perception of a close fit between his or her values and the organisation’s values.
C.
The potential employee’s expectation that the organisation has an ethnocentric culture.
D.
The potential employee’s expectation that the organisation has high power distance.
B.
The potential employee’s perception of a close fit between his or her values and the organisation’s values.
