Roland Bardy
Florida Gulf Coast University
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Featured researches published by Roland Bardy.
Management Decision | 2010
Roland Bardy; Arthur Rubens
Purpose – Drucker has often been criticized for his pejorative interpretation of business ethics and the use of the term “casuistry”. This paper aims to show that Drucker was just the opposite of unethical in his viewpoint regarding the behavior of managers and organizations, and that in fact much of his writings pointed to discourse‐ethics‐universalism and away from casuistic particularism. Specifically, the paper seeks to analyze and contrast the ways in which US and European institutions take action (a “transatlantic divide”) when management and society eventually reposition their stance on ethics, as forecast by Drucker.Design/methodology/approach – This is a comparative study emphasizing the main day‐to‐day perspectives of ethical issues in businesses and how they are handled in the USA and in Europe. This is complemented by references to what Druckers position would be on those issues and how he would have shown that “good ethics” serves to ensure that entrepreneurial energies end up by serving soc...
Journal of organisational transformation and social change | 2015
Roland Bardy; Arthur Rubens; Maurizio Massaro
Abstract It is generally accepted that sustainable development encompasses four distinct perspectives: (a) economic, (b) ecological, (c) social, and (d) institutional, which are highly interrelated and complementary. Their interrelatedness is even more intense in the developing world where the effects of job creation, entrepreneurship, resource-use, networking, and building good governance are all systemically intertwined. This builds a logical nexus between business profits and social good whereby entrepreneurs doing business in developing countries not only can enhance their own productivity, effectiveness, and efficiency to improve their financial position, but also contribute to the wellbeing of their (host) countries. The purpose of this article is to present how a systemic outlook can enhance research and practical implementation of sustainable development in developing countries. In doing this, the article will demonstrate how the systemic approach to sustainable development can be practically applied through multi-stakeholder dialogues.
Archive | 2016
Maurizio Massaro; Roland Bardy; Andrea Garlatti
It is an imperative for executive education (EE) to assess the learning needs of participants, the course contents and the knowledge, skills, and teaching methods of instructors to be effective and sustainable. An increasing number of scholars are disagreeing with the way business schools are conducting their business (Andrews and Tyson, 2004; Mintzberg, 2004; Pfeffer and Fong, 2002). While many have long ago postulated that learning and contents must shift toward a global focus (Conger and Xin, 2000; Greenwalt, 1999), others acknowledge that business schools “are still on the wrong track” (Bennis and O’Toole, 2005), emphasizing a “relevance-rigor-gap” (Tushman et al., 2007). It seems that there has been a backlash which drove contents and teaching methods toward over-emphasizing hard core business techniques and neglecting soft skills and which has consequently focused on rules-based rather than on principles-based content.
Journal of organisational transformation and social change | 2012
Roland Bardy; Maurizio Massaro
Abstract Various methods have been developed to measure sustainability. When it comes to measuring whether sustainability issues are integrated in overall corporate performance, companies broaden their reporting from economic performance to ‘sustainability performance’ and there are various frameworks around for benchmarking sustainability outcomes. A major emphasis, however, is on technical data. The main efforts have been consolidated in the Global Reporting Initiative (GRI). Each of the indicators prudently measures a well-determined set of facts. However, one major discussion point is whether the reporting frameworks do really reflect the link between sustainability and economic value, and how they would properly connect to the information used by management for running the business on a day-to-day basis. This article tries to point out that one way out of the disconnected ness might be through expanding the concept of ‘Economic Value Added’ (EVA). EVA measures overall corporate performance by claiming that shareholders gain when the return from the capital employed in a corporation is greater than the cost of that capital. From there it is a short way to proclaiming that all stakeholders gain when the value created by a corporation is greater than the cost of the capital employed in the corporation and the capital employed in whichever commonly available resources outside the corporation are used by its business. The expansion of EVA that is envisaged would be to enlarge the cost of capital by the costs that are caused by that part of ‘Public Goods’ that is available to a corporation. There is one political and one theoretical obstacle in this: the argument is quite radical and complying with it would require some leadership from ‘big corporations’; and valuing public goods is a research field that has not yet reached the stadium of generally accepted applicability, at least with regard to aggregative monetary value. However there are new initiatives under way, by the GRI, which will join forces to reach a breakthrough. The article also reflects on the effects the new indicator would stimulate for businesses, their markets and their stakeholders.
Journal of organisational transformation and social change | 2012
Tumenta F. Kennedy; Roland Bardy; Arthur Rubens
Abstract Does Foreign Direct Investment (FDI) promote development? And does it change social order? The attempt to answer these questions will always be controversial, because, first, the effects differ from context to context, and second, it is highly difficult to measure the (positive) spillovers of know-how and technology etc., as well as of contributions to enhancing social responsibility and improving the standards of living in the host country. The outcome will very much depend on how state governments, international bodies, the business world and non-governmental organizations collaborate. Likewise, interdisciplinary collaboration is required to research the issue, between well-trained economists, investment theory specialists, sociologists and ethicists. For this, our article combines a large number of arguments on market and investment theory, business ethics, John H. Dunning’s eclectic paradigm, etc. It examines whether there is practical evidence to support the assumption that doing business through FDI improves social conditions in less developed countries, and whether the logic for this to happen is rooted in ethical theory. The article contributes to insights from the appropriate sub-stream of the development, FDI and poverty/bottom of the pyramid literature, and to highlighting which trends should be followed in academic research. However, there are limitations to the article, which lie with the limitations of ethics frameworks, as these are often only constructed based on certain moral appeal, and only very few of them examine the incentive compatibility of such constructs.
Archive | 2013
Roland Bardy; Maurizio Massaro
Business schools around the world are challenged to educate future managers and to train executives in acquiring and developing universal skills for the global economy. Specific competencies are needed which address local realities of their particular region and countries (Alon and McIntyre, 2004). However, traditional business undergraduate educa- tion often fails to prepare for operating in a complex environment where global and local needs are mixed (Re eves-Ellington, 2004). In a global economy with important emergent markets, new generations of leaders and managers have to learn cultural analysis skills and the ability to apply them in unknown contexts. The skills required to com- pete in this new environment include business function, mental and social abilities, and organizational, societal and cultural competence. It has been said for a long time that more formal education in mental and interpersonal skill teaching and learning methods is necessary (Greenwalt, 1999).
Journal of Business Ethics | 2012
Roland Bardy; Stephen A.W. Drew; Tumenta F. Kennedy
Knowledge and Process Management | 2010
Roland Bardy
Management Control | 2014
Maurizio Massaro; Filippo Zanin; Roland Bardy
Archive | 2013
Roland Bardy; Bardy Consultants; Arthur Rubens; Gary Jackson