Chair of Business Ethics and Management
Neuerscheinungen mehrerer Buchbeiträge
23 September 2019
Wir freuen uns über die Veröffentlichung mehrerer Buchbeiträge der Mitarbeiterinnen unserer Professur. Sie setzen sich mit Existenzsichernden Löhnen in globalen Wertschöpfungsketten, armutsbezogenen Business-Non-Profit-Partnerschaften und dem Wert der Wesentlichkeitsanalyse für ein verantwortungsvolles strategisches Management auseinander. Die Details zu den Beiträgen finden Sie im Folgenden:
Erschienen in: Comim, Flavio/Fennell, Shailaja/Anand, P.B. (Eds.): New Frontiers of the Capability Approach, Cambridge University Press, Cambridge, UK, pp. 351-383.
Abstract:
For over three decades, the capability approach proposed and developed by Amartya Sen and Martha Nussbaum has had a distinct impact on development theories and approaches because it goes beyond an economic conception of development and engages with the normative aspects of development.
This book explores the new frontiers of the capability approach and its links to human development in three main areas. First, it delves into the philosophical foundations of the approach, re-examining its links to concepts of common good, collective agency and epistemic diversity. Secondly, it addresses its 'operational frontier', aiming to give inclusive explanations of some of the most advanced methods available for capability researchers. Thirdly, it offers a wide range of the applications of this approach, as carried out by a mix of renowned capability scholars and researchers from different disciplines.
The chapter “Living Wages in International Supply Chains and the Capability Approach” contributes insights on the ‘operational frontier’ by applying the Capability Approach to the issue of poverty wages in the global textile industry. After introducing the problematics caused by wages below a living wage level for workers along textile supply chains and the basics of the Capability Approach, we combine the two and develop a framework to compare and analyse living wage approaches based on the Capability Approach.
Erschienen in: Sales, Arnaud (Ed.): Corporate Social Responsibility and Corporate Change. Institutional and Organizational Perspectives, Springer International Publishing, pp. 177-203.
Abstract:
An increasing number of multinational corporations (MNCs) engage in base-of-the-pyramid (BOP) markets aiming at developing sustainable business models to achieve both economic performance and poverty reduction. In the recent past, it has become more and more evident that the success of such business models in BOP markets depends on establishing effective collaborative networks with various stakeholders. As conditions at the BOP are quite different from those in other markets, firms are particularly dependent on the knowledge, support, and trust of non-profit partners with a developmental orientation (e.g., non-governmental organizations, self-help groups, or public actors from the field of international cooperation). The mechanisms that contribute to the constitution of successful collaborations with non-profit partners at the BOP, however, are only poorly understood. Likewise, it is still not concretely conceptualized what successful collaboration respectively achieving mutual benefits in such partnerships mean.
Based on this twofold research gap, we first consider the meaning of achieving mutual benefits in BOP partnerships, clarifying that it entails economic value creation for the MNC and social value creation in the form of improved basic capabilities at the BOP. Then we apply the relational view on competitive advantages through cooperation proposed by Dyer and Singh in Acad Manage Rev 23(4):660– 679 (1998), which provides a solid conceptual framework to analyze the characteristics of the determinants of economic and social value creation in partnerships at the BOP. Based on the analytical exposure of the peculiarities of business-non-profit partnerships at the BOP, we are able to present recommendations for improving the potential to generate value at the BOP for the benefit of both partners.
Erschienen in: Arnold, Christian; Keppler, Sonja; Knödler, Hermann, Reckenfelderbäumer, Martin: Herausforderungen für das Nachhaltigkeitsmanagement: Globalisierung – Digitalisierung – Geschäftsmodelltransformation, Springer Gabler, pp. 195-221.
Abstract:
Die globalisierte Wertschöpfung verbindet multinationale Unternehmen (MNU) mit einer Vielzahl kleinerer Lieferanten aus Entwicklungs- und Schwellenländern. Obwohl dies meist gesetzlich unabhängige Firmen sind, üben multinational einkaufende Unternehmen in vielen Industrien erheblichen Druck auf ihre Lieferanten aus. Durch die Architektur der Wertschöpfung, als Bestandteil des Geschäftsmodells von MNUs, ergeben sich Abhängigkeitsverhältnisse zum Nachteil der Lieferanten, die sich in Form prekärer Arbeitsbedingungen und Armutslöhne für die Arbeiter äußern.
Die Architektur der Wertschöpfung ist ein wesentlicher Kernbestandteil eines jeden Geschäftsmodells, welche die Voraussetzung für marktfähige Produkte und Dienstleistungen darstellt. Dieser Artikel konzentriert sich auf diesen Teilaspekt von Geschäftsmodellen und untersucht die sich daraus ergebende soziale Verantwortung von MNUs für Arbeitsbedingungen und Löhne der Arbeiter in ihren globalen Lieferkette. Es werden Herausforderungen und dazugehörige Lösungsansätze erarbeitet, wie MNUs ihrer sozialen Verantwortung entlang globaler Lieferketten gerecht werden können. Hierbei werden praktische Beispiele genannt und es wird auf kontextspezifische Gegebenheiten eingegangen.
Erscheint in: Wunder, Thomas (Ed.): Rethinking Strategic Management. Sustainable strategizing for positive impact, Springer Nature, forthcoming.
Abstract:
Pressure on managers to integrate sustainability more systematically in strategic management and thereby rethink strategic management is intensifying. Materiality assessment, a compulsory part of many non-financial reporting frameworks, is promoted as a useful tool to achieve this integration. However, the analytical instrument is based on a highly generic concept of materiality. Two exemplary non-financial reporting initiatives show that conceptualizations of materiality and consequently the methods of materiality assessment differ widely. Hereby, the analogy of a lens that comes in different coatings is used to describe this characteristic of materiality assessment. It is argued that firms who want to exploit materiality assessment for strategic management need to be sensitive in their choice of non-financial reporting guidelines and standards. They need to be aware of their own specific objectives regarding the adoption of the tool in order to find the framework that aligns best with their goals. One version of the tool focuses on enhancing performance through risk reduction and business development, but barely deviates from business as usual in terms of the integration of sustainability. The other is more suited to enable rethinking of strategic management regarding sustainability and open forms of strategizing, but does not primarily serve to increase shareholder value.