Management Relationship with Stakeholders

The relationship between ethical business management and stakeholders is a crucial aspect of business operations, and it can give rise to various ethical dilemmas. In general, stakeholders are any individuals or groups that have a stake or interest in a company's activities, and they can include shareholders, customers, employees, suppliers, regulators, and the wider community (Uribe et al., 2018).

·       One ethical dilemma that can arise in the management-stakeholder relationship is conflicts of interest. For instance, managers may be torn between their fiduciary duty to shareholders to maximize profits and their duty to other stakeholders, such as employees or the environment, to act ethically and responsibly. This dilemma can be particularly acute in situations where short-term profit goals clash with long-term sustainability objectives or where cost-cutting measures put employee safety or well-being at risk (Benn et al., 2016).

·       Another ethical dilemma that can arise in the management-stakeholder relationship is transparency and accountability. Stakeholders have a right to know how a company operates and how it impacts them and the wider society. However, managers may be tempted to withhold or manipulate information to protect the company's reputation or interests. This can lead to a breakdown of trust and credibility with stakeholders and can have negative repercussions for the company's reputation, bottom line, and social license to operate (Pedrini & Ferri, 2019).

·       A third ethical dilemma that can arise in the management-stakeholder relationship is fairness and equity. Stakeholders may have different needs and interests, and managers need to balance these competing demands fairly and equitably. For example, in the case of layoffs or restructuring, managers need to consider the impact on employees, shareholders, and the wider community, and make decisions that are in the best interests of all stakeholders. Failure to do so can lead to accusations of unfairness or discrimination and damage the company's reputation (Belyaeva et al., 2020).

In conclusion, ethical dilemmas are an inherent part of the management-stakeholder relationship, and managers need to be aware of these challenges and navigate them responsibly and ethically. This requires a commitment to transparency, accountability, fairness, and a long-term perspective that takes into account the interests of all stakeholders. By doing so, managers can build trust and credibility with stakeholders, enhance the company's reputation, and create sustainable value for all.

How do these ethical dilemmas apply to GCE 4

Part (a) Apply to sustainability              

Several ethical dilemmas arise when considering the use of the world's resources to achieve sustainability. To address these ethical dilemmas, a variety of approaches may be used, including stakeholder engagement, transparency, and participatory decision-making processes. It is also important to recognize that achieving sustainability will require a significant shift in values and behaviors and that we will need to work collaboratively across sectors and countries to achieve this goal. Businesses and ethics are inextricably linked, so proponents of stakeholder theory and environmental management argue that the two should not be separated. An organization that cares about its customers and the world around it will find ways to integrate social and environmental concerns into its core operations. These two theories share the view that businesses should not benefit from unethical behavior. Companies, according to Székely and Knirsch (2005), need to be rethought if they are to generate wealth in a way that is both moral and long-lasting. Due to their emphasis on openness in business practices, sustainability management and the stakeholder theory reject the notion of residual or optional CSR (corporate social responsibility). Residual CSR is the most popular CSR approach in American businesses, but it does not deal with 'value creation and trade,' in contrast to stakeholder theory and sustainability management. Since Aristotle and Thomas Aquinas held that making a profit was unethical, their views are at odds with those of the two philosophers. Academics in the field of sustainability management (Carroll & Shabana, 2010) recommend rejecting profit-making and business cases as unethical to insulate the core business from social and ecological problems. Sustainability management and the related stakeholder theory stress the importance of building relationships and a shared understanding among competing groups. Academics who study sustainability management do not believe that economic and societal considerations are mutually exclusive, and they frequently debate the prospects for creating business cases for sustainability. Theorists who adopt a stakeholder perspective maintain that "behind every stakeholder, the worry is a possible audience if addressed with a creative mentality". Many environmental and social problems, such as climate change and its societal impacts (e.g., storms affecting revenue), are so serious that immediate and long-term action is required, elevating the significance of sustainability management. Therefore, a theory of sustainability management needs to deal with both immediate problems and those that will arise in the future, while also providing businesses with avenues for expansion and improvement. Companies like Bionade and Voelkel, which produce organic soft beverages and smoothies and operate Germany's drugstore network, respectively, show that sustainability-oriented business solutions and improvements can generate short- and long-term benefits (Uribe et al., 2018).

 

Part (b)

Ethical dilemmas often arise when conflicting values or principles need to be reconciled. The issue of equitable distribution can be seen as one such dilemma, as there are often competing interests and demands on resources that need to be balanced to achieve fairness and justice (Chelli et al., 2015). At the personal level, ethical dilemmas around equitable distribution may arise when individuals are faced with decisions about how to allocate their resources (such as time, money, or opportunities) among different competing demands. For example, a person may need to decide whether to donate money to a local charity or to save it for their own future needs. This can be a difficult decision, as it involves balancing the individual's interests with the needs of others. In a professional setting, ethical dilemmas around equitable distribution may arise when there are limited resources (such as funding, personnel, or equipment) that need to be allocated among different programs or projects. For example, a hospital administrator may need to decide how to allocate funding for medical research between different departments, taking into account the potential impact on patients and the community. This can be a challenging decision, as it involves balancing the needs of different stakeholders and determining what constitutes a fair and just distribution of resources (Bridoux & Stoelhorst, 2014). At the global level, ethical dilemmas around equitable distribution may arise when countries or regions are faced with limited resources or uneven distribution of resources. For example, there may be debates about how to allocate funding for global health initiatives or how to distribute vaccines during a pandemic. These decisions can be complex and difficult, as they involve balancing the interests of different countries and determining what constitutes a fair and just distribution of resources on a global scale (Ghasemi et al., 2019). In all of these contexts, ethical dilemmas around equitable distribution require careful consideration of different values and principles, such as fairness, justice, and the common good. It is important to engage in open and honest dialogue, take into account the perspectives and needs of all stakeholders, and strive to make decisions that are informed, transparent, and equitable.

References:

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Benn, S., Abratt, R., & O'Leary, B. (2016). Defining and identifying stakeholders: Views from management and stakeholders. South African journal of business management, 47(2), 1-11.

Bosse, D. A., Phillips, R. A., & Harrison, J. S. (2009). Stakeholders, reciprocity, and firm performance. Strategic Management Journal, 30(4), 447-456.

Bridoux, F., & Stoelhorst, J. W. (2014). Microfoundations for stakeholder theory: Managing stakeholders with heterogeneous motives. Strategic management journal, 35(1), 107-125.

Chelli, F. M., Ciommi, M., Emili, A., Gigliarano, C., & Taralli, S. (2015). Comparing equitable and sustainable well-being (BES) across the Italian provinces. A factor analysis-based approach. Rivista Italiana di Economia Demografia e Statistica, 69(3), 61-72.

Ghasemi, K., Hamzenejad, M., & Meshkini, A. (2019). An analysis of the spatial distribution pattern of social-cultural services and their equitable physical organization using the TOPSIS technique: The case study of Tehran, Iran. Sustainable Cities and Society, 51, 101708.

Herremans, I. M., Nazari, J. A., & Mahmoudian, F. (2016). Stakeholder relationships, engagement, and sustainability reporting. Journal of business ethics, 138, 417-435.

Uribe, D. F., Ortiz-Marcos, I., & Uruburu, Á. (2018). What is going on with stakeholder theory in project management literature? A symbiotic relationship for sustainability. Sustainability, 10(4), 1300.