The terrorist attacks of September 11th, 2001 affected the U.S. airline industry more than almost any other industry. Certain of these companies emerged successful, however, and demonstrated remarkable resilience while others languished. This investigation identifies the reasons why some airline companies recovered successfully after the attacks while others struggled. Evidence is provided that layoffs after the crisis, while intended to foster recovery, instead inhibited recovery throughout the four years after the crisis. But layoffs after the crisis were strongly correlated with the lack of financial reserves and the lack of a viable business model prior to the crisis. Digging deeper, we find that having a viable business model itself depended on the extent to which positive employee relationships had been achieved and maintained over the long term. One implication of our findings is that layoffs, while reducing costs in the short term, may also undermine the positive relationships that are critical for achieving lasting recovery.

Relationships, Layoffs, and Organizational Resilience: Airline Industry Responses to September 11

The traditional goal of a company is to earn profit to pay its shareholders, but, nowadays, for the business to be sustainable in the long term, a strategy of Corporate Social Responsibility (CSR) activities is needed to meet stakeholder demands, respect ethical principles and give an appropriate answer to organizational stakeholders. The objective of the paper is to identify how strong the correlation between CSR and profit is, and how companies behave in the periods they have losses, whether they continue to do CSR activities, they reduce the activities, or they give them up. Thus, CSR is attributed to the concept of “doing good” and profit to the expression of “doing well”, from which a “positive business” can be built. Our empirical research consists of a panel data econometric model using logistics regressions to highlight the correlation between profit and the decision to do CSR activities and feasible generalized least squares (FGLS) regressions to identify the correlations between the level of CSR activities and the dimension of profit, an expression of financial performance. The main results emphasize that the companies which implement CSR activities in a greater extent are more profitable in economic terms.

/pdf/doing-well-or-doing-good-the-relationship-between-corporate-57nw3e8x0d.pdf

Doing Well or Doing Good: The Relationship between Corporate Social Responsibility and Profit in Romanian Companies

With the growing demand for ethical standards in the prevailing business environment, ethical leadership has been under increasingly more focus. Based on the social exchange theory and social learning theory, this study scrutinized the impact of ethical leadership on the presentation of ethical conduct by employees through the ethical climate. Notably, this study scrutinised the moderating function of the person-organisation fit (P-O fit) in relation of ethical climate and the ethical conduct of employees.,To evaluate the research hypotheses, two-wave data were collected from 295 individuals who are currently employed in various Iraqi organizations (i.e. manufacturing, medical and insurance industries).,In line with the hypotheses, the outcomes from a sample of 295 workers working in different Iraqi entities exhibited a positive relation between the ethical behaviour of leaders and the ethical conduct of employees in the ethical climate. Moreover, it was observed that the P-O fit of employees moderated the relationship between ethical climate and the ethical conduct of employees such that the relationship was more robust for those with a high P-O fit in comparison to those with a low P-O fit.,The primary limitation of this study is in the data, which was obtained from a single source. Although the study conducted two surveys and utilised a mediation and moderation variables model that was less likely to be influenced by common method bias (CMB) (Podsakoff et al., 2012), one cannot completely rule out CMB. Apart from the potential effects of the CMB, the consistency of the empirical findings could have also been compromised since self-reported data were utilised in measuring ethical behaviour, which can be a very complex and sensitive issue. For this reason, the social desirability response bias cannot be ruled out completely. When possible, future studies must gather data from multiple sources. Furthermore, supervisors must evaluate the ethical behaviour of employees. Another limitation was that the findings of this study were based on a sample in a Middle Eastern cultural context such as in Iraq. Perhaps, the particular cultural features of this context, which encompassed, among other things, a strong adherence to religious values (Moaddel, 2010), could have influenced the findings of this study. It is true that the effects of differences (P–O fit) are highly likely to replicate across cultural contexts (Triandis et al., 1988). However, it can be seen that further studies are needed to evaluate the context-sensitivity of these findings (Whetten, 2009) by analysing other cultures, where the importance of religiosity is on the decline (i.e. in Western countries, Ribberink et al., 2018) or where the cultural features are very much different from those that apply to Iraq. Lastly, other external factors were not taken into account by this study as it tried to explain ethical behaviour. Ethics is a highly complex subject and is influenced by numerous variables at the organisational, individual and external environment levels. Thus, caution must be observed when making inferences from the present study which, to a certain degree, offered a simplified version of ethical behaviour by concentrating on a few variables such as the Arab culture's traditional ideology, which dominates even science (Abu Khalil, 1992). In addition, there are the political conflicts in the Middle Eastern cultural context such as what is happening in Iraq (Harff, 2018). Thus, it is important to include such aspects in future researches.,In terms of management, the findings send a clear signal to those in the upper echelon that, without ignoring the issue of ethics in organizations, employees are a critical aspect to be taken into account to encourage ethical behaviour at the workplace. This study has important practical implications. First, this study determined that ethical leadership (here, of the supervisors) positively influences the behaviour of subordinates (refers to the supervisors here); this in turn further improves the ethical behaviour of employees. It is vital that managers or supervisors are motivated to practice ethical leadership because they directly influence the employees. It has been suggested that top managers, especially chief executive officers, have the ability to shape the ethical climate, which also influences the ethical behaviour of employees further. This study offered several feasible ways that managers can apply to achieve that. In particular, top managers may utilise the ethical climate as a way of communicating the ethical values that they have to their subordinates, thereby serving as a motivation for the subordinates to adopt an ethical behaviour. It was also suggested by this study that ethical climate and the P–O fit may, to some degree, substitute each other as they influence the ethical behaviour of employees. Therefore, firms that were identified to have a low level of ethical standards, practices, and policies, at least from the employees' perspective, are better poised to conduct ethical issues in order to construct the ethical behaviour of their subordinates. More importantly, it is highly essential that the value congruence between an organization and its followers be considered.,This study highlighted the notion of ethics and how it’s essential for society. Ethics refer to the norms, standards, and values that direct the behavior of an individual. Ethical behaviour is vital in society because we need to be treated with respect as human beings.,This study responds to recent calls for more research to identify factors which may strengthen or mitigate the influence ethical behavior in the workplace such as ethical leadership, ethical climate and Person–Organization.

/pdf/linking-ethical-leadership-and-ethical-climate-to-employees-3b8sa5h7jl.pdf

Linking ethical leadership and ethical climate to employees’ ethical behavior: the moderating role of person–organization fit

Improvising resilience: The unfolding of resilient leadership in COVID-19 times

Companies' perceptions of corporate social responsibility (CSR) have been only partially analyzed from an individual perspective that focuses on personal characteristics and professional backgrounds. However, a gap exists in the research on manager leadership styles and CSR perceptions from a gender perspective. Therefore, this article analyzes differences in attitudes toward various dimensions of CSR by focusing on the leadership styles—transformational, dominance, and dual perspectives—of male and female managers in Spain. A total of 391 respondents in top management positions in Spain were surveyed. The findings revealed similarities and differences between genders with respect to leadership styles and CSR perceptions by dimension using a univariate analysis. A causal model that employed structural equation modeling was also estimated. The findings suggest that for transformational and dual leadership styles, Spanish women may be more adaptable and effective at pursuing company sustainability than Spanish men. However, dominance leadership was found to be the worst leadership style for deploying a CSR strategy. A number of conclusions for business management can be drawn, and some directions for future research are provided.

Leadership styles and corporate social responsibility management: Analysis from a gender perspective

This paper critically reviews and discusses the concept of organizational virtuousness as presented in positive organizational scholarship (POS). It identifies Kim S. Cameron, David S. Bright, and Arran Caza as the most influential researchers within this field and portrays commonalities, differences, and inconsistencies among the various notions of organizational virtuousness offered in positive organizational literature throughout the last 15 years. While the commonalities refer to attributes, levels of analyses, outcomes, and methodology, the variances concern the locus of residence, the priority of outcomes, indicators, supporting features and the virtues included in positive organizational virtuousness. The analysis further discusses the strengths and weaknesses of these differences and stresses the challenges which the POS movement needs to face in order to clarify its definition of organizational virtuousness and, maybe, converge on one unified meaning. Finally, these challenges are summarized and linked to future research proposals which offer potential ideas on how to further develop the concept of positive organizational virtuousness.

The Evolution and Challenges of the Concept of Organizational Virtuousness in Positive Organizational Scholarship

This article investigates the meaning of doing good and doing well in positive business. It examines the relationship between the two expressions and discusses their relevance, shedding new light on the significance of ‘positive’ in positive business and positive organizational scholarship (POS). Thus, this article illuminates the ultimate end of positive states and practices. ‘Positive’ primarily represents values and assumptions. These lead to the creation of beneficial situations and marked improvements, which put individuals and organizations on an upward trajectory toward achieving excellent functioning, assuring profitability in addition to sustainability and social well-being. Doing well, with reference to economic performance and profits, is partly constitutive of doing good. This presents a new approach regarding the role of economic outcomes in positive business and POS. It means that financial criteria do not have priority. Profits are considered vital and necessary, but the final ‘raison d'etre’ of positive states and practices is the overall well-being of the stakeholders.

Positive business: doing good and doing well

Gritty Leaders Promoting Employees’ Thriving at Work:

How Positive and Neo‐Aristotelian Leadership Can Contribute to Ethical Leadership

The purpose of this study is to discuss the advantages and challenges of using virtuous language in business.,This paper is a theoretical exploration based on a literature review and philosophical analysis that uses a quantitative study from the Boston Consulting Group (BCG) as its starting point.,This study argues that neo-Aristotelian leadership and positive leadership explain why companies whose financial filings use value-laden language that stresses the higher purpose of the organisation to outperform companies whose reports use the language of profit maximisation. While neo-Aristotelian leadership is based on Aristotle’s Rhetoric, positive leadership is primarily influenced by research results from Positive Psychology and Positive Organizational Scholarship. The two approaches to leadership highlight something that conventional business research largely ignores, namely, the role of values as drivers of human behavior and the importance of character in leadership. Both research streams indicate that it is possible for organisations to do well and do good because they are seen as groups of value-driven individuals. Thus, using virtuous/positive communication is a possible means to do well financially and to (re-)humanize the business world of tomorrow.,The BHI study investigates the outcomes of written language only; thus, it does not consider oral communication. Moreover, there is no “perfect level” of virtuous language in corporate environments. We should not expect the same precision in ethics as in mathematics.,By way of explaining how to best use virtuous language in a business context, this study helps business practitioners to do good and well.,This study offers a pathway to (re-)humanize tomorrow’s world of business, which is once again subjugating humanity to imagined technological imperatives.,By deliberating the benefits and possible downsides of using virtuous language in a business environment, this paper advances a topic that has recently gained considerable attention but is still in need for more research.,el proposito de este estudio es discutir las ventajas y desafios de usar el lenguaje de la virtud en los negocios.,este articulo es una exploracion teorica basada en una revision de la literatura y analisis filosofico que utiliza un estudio cuantitativo del Boston Consulting Group (BCG) como su punto de partida.,este estudio sostiene que el liderazgo neo-aristotelico y el liderazgo positivo explican por que las empresas cuyas declaraciones financieras utilizan un lenguaje cargado de valor que enfatiza el proposito superior de la organizacion superan a las empresas cuyos informes utilizan el lenguaje de la maximizacion de beneficios. Mientras el liderazgo neo-aristotelico se basa en la retorica de Aristoteles. El liderazgo positivo es principalmente influenciado por los descubrimientos de la Psicologia Positiva y la Teoria Organizacional Positiva. Los dos enfoques del liderazgo destacan algo que la investigacion empresarial convencional ignora, a saber, el papel de los valores como impulsores del comportamiento humano y la importancia del caracter en liderazgo. Ambas corrientes de investigacion indican que es posible que las organizaciones hagan el bien y que les vaya bien al mismo tiempo, justo porque son vistos como grupos de individuos impulsados por valores. Por lo tanto, usar la comunicacion virtuosa / positiva es un medio que permite hacer el bien financieramente hablando y para (re) humanizar el mundo empresarial de manana.,el estudio BHI investiga los resultados del lenguaje escrito solamente; por tanto, no considera la comunicacion oral. Ademas, no existe un "nivel perfecto" de lenguaje virtuoso en entornos corporativos. No deberiamos esperar la misma precision en etica que en matematicas.,a modo de explicacion de como utilizar mejor el lenguaje virtuoso en un contexto empresarial, este estudio ayuda a los empresarios a entender mejor la relacion entre hacer el bien y que les vaya bien a sus organizaciones.,este estudio ofrece un camino para (re)humanizar el mundo empresarial del manana, que una vez mas esta sometiendo a la humanidad a imperativos tecnologicos imaginados.,deliberando sobre los beneficios y las posibles desventajas de usar un lenguaje virtuoso en un entorno empresarial, este documento presenta un tema que recientemente ha recibido considerable atencion pero que necesita de mas investigacion.,o objetivo deste estudo e discutir as vantagens e os desafios do uso da linguagem virtuosa nos negocios.,Este artigo e uma exploracao teorica baseada em uma revisao da literatura e analise filosofica que usa um estudo quantitativo do Boston Consulting Group (BCG) como ponto de partida.,Este estudo argumenta que a lideranca neo-aristotelica e a lideranca positiva explicam por que as empresas cujas demonstracoes financeiras usam uma linguagem carregada de valor que enfatiza o proposito superior da organizacao de superar as empresas cujos relatorios usam a linguagem da maximizacao de beneficios. Enquanto a lideranca neo-aristotelica e baseada na retorica de Aristoteles. A lideranca positiva e influenciada principalmente pelos resultados da pesquisa da Psicologia Positiva e do Estudo Organizacional Positivo. Ambas as abordagens da lideranca destacam algo que a pesquisa convencional de negocios ignora, a saber, o papel dos valores como motores do comportamento humano e a importância do carater na lideranca. Ambos os fluxos de pesquisa indicam que e possivel que as organizacoes facam bem e que facam bem porque sao vistas como grupos de individuos movidos por valores. Portanto, usar a comunicacao virtuosa / positiva e um meio de fazer o bem financeiramente e (re) humanizar o mundo dos negocios do amanha.,O estudo BHI investiga apenas resultados de linguagem escrita; portanto, nao considera a comunicacao oral. Alem disso, nao existe um "nivel perfeito" de linguagem virtuosa em ambientes corporativos. Nao devemos esperar a mesma precisao na etica que na matematica.,Por meio da explicacao de como usar da melhor forma a linguagem virtuosa em um contexto de negocios, este estudo ajuda os empreendedores a fazer o bem e melhor.,Este estudo oferece um caminho para (re) humanizar o mundo empresarial do amanha, que mais uma vez esta submetendo a humanidade a imperativos tecnologicos imaginarios.,deliberando sobre os beneficios e as desvantagens potenciais do uso de linguagem virtuosa em um ambiente de negocios, este artigo apresenta um topico que recentemente recebeu atencao consideravel, mas precisa de mais pesquisas.

Positive language and virtuous leadership: walking the talk

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