The external expectations of organizational accountability force organizational leaders to find solutions and answers in organizational (and information) governance to assuage the feelings of doubt and unease about the behaviour of the organization and its employees that continuously seem to be expressed in the organizational environment. Organizational leaders have to align the interests of their share– and stakeholders in finding a balance between performance and accountability, individual and collective ethical approaches, and business ethics based on compliance, based on integrity, or both. They have to integrate accountability in organizational governance based on a strategy that defines boundaries for rules and routines. They need to define authority structures and find ways to control the behaviour of their employees, without being very restrictive and coercive. They have to implement accountability structures in organizational interactions that are extremely complex, nonlinear, and dynamic, in which (mostly informal) relational networks of employees traverse formal structures. Formal processes, rules, and regulations, used for control and compliance, cannot handle such environments, continuously in ‘social flux’, unpredictable, unstable, and (largely) unmanageable. It is a challenging task that asks exceptional management skills from organizational leaders. The external expectations of accountability cannot be neglected, even if it is not always clear what is exactly meant with that concept. Why is this (very old) concept still of importance for modern organizations?In this book, organizational governance, information governance, and accountability are the core subjects, just like the relationship between them. A framework is presented of twelve manifestations of organizational accountability the every organization had to deal with. An approach is introduced for strategically govern organizational accountability with three components: behaviour, accountability, and external assessments. The core propositions in this book are that without paying strategic attention to the behaviour of employees and managers and to information governance and management, it will be extremely difficult for organizational leaders to find a balance between the two objectives of organizational governance: performance and accountability.
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The recent shift towards the interdisciplinary study of the human-environment relationship is largely driven by environmental justice debates. This article will distinguish four types of environmental justice and link them to questions of neoliberalism and altruism. First, environmental justice seeks to redress inequitable distribution of environmental burdens to vulnerable groups and economically disadvantaged populations. Second, environmental justice highlights the developed and developing countries’ unequal exposure to environmental risks and benefits. Third, temporal environmental justice refers to the issues associated with intergenerational justice or concern for future generations of humans. In all three cases, environmental justice entails equitable distribution of burdens and benefits to different nations or social groups. By contrast, ecological justice involves biospheric egalitarianism or justice between species. This article will focus on ecological justice since the rights of non-human species lags behind social justice debates and discuss the implications of including biospheric egalitarianism in environmental justice debates. https://doi.org/10.1186/2194-6434-1-8 https://www.linkedin.com/in/helenkopnina/
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People with disabilities (PWDs) face discrimination in the hospitality workplace. The aim of this paper is therefore to frame issues surrounding the employment of PWDs in the hospitality industry in normative ethical terms. To achieve this aim, we conducted twenty-eight semi-structured interviews with owners/managers of hospitality businesses and other relevant stakeholders. Drawing on the ethics of justice and ethics of care, our study found that when organisations demonstrated to their employees and other stakeholders the fairness in the procedures taken to implement PWD inclusion actions, the inclusion actions were significantly supported by coworkers, and the organisations were able to achieve distributive justice and care for PWDs. This study, thus, demonstrated that organisational members were willing to take part in caring actions for employees with disabilities (EWDs) not only when they perceived that inclusion actions for EWDs were procedurally fair, but also when they perceived that the PWDs deserved distributive justice outcomes.
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