Value Attunement: Toward a Theory of Socially Responsible Executive Decision-Making

Marc Orlitzky and Diane L. Swanson
Additional contact information
Marc Orlitzky: Australian Graduate School of Management, UNSW, Sydney, NSW 2052.
Diane L. Swanson: College of Business Administration, Kansas State University, 101 Calvin Hall, Manhattan, KS 66506–0507, USA.

Australian Journal of Management, 2002, vol. 27, issue 1_suppl, 119-128

Abstract: In this paper we extend Swanson's (1999) model of attunement and her proposition that executives' receptivity to values is key to aligning corporate behaviour with broad-based expectations of responsible conduct. Our extension of her model is threefold. One, we underscore the importance of identifying values relevant to attunement. Two, we point out that pressure from special interest groups can constrain an executive's inclination to foster those values that serve the collective good. Three, we propose that ‘trustful dialogue’ can help align corporate conduct with the needs of the community at large.

Keywords: EXECUTIVE DECISION-MAKING; VALUES; ORGANISATIONAL BEHAVIOUR; CORPORATE CULTURE; CORPORATE SOCIAL RESPONSIBILITY (search for similar items in EconPapers)
Date: 2002
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Citations: View citations in EconPapers (1)

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Persistent link: https://EconPapers.repec.org/RePEc:sae:ausman:v:27:y:2002:i:1_suppl:p:119-128

DOI: 10.1177/031289620202701S12

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