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Slide 1: Slide
BedrijfseconomieWOStudiejaar 1

This lesson contains 24 slides, with interactive quizzes and text slides.

time-iconLesson duration is: 120 min

Items in this lesson

Slide 1 - Slide

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Introduction  
PhD on governance in the digital age at the Radboud University
Research Associate at the Clingendael Institute   
digitalisation, Big Tech regulation, digital connectivity & nexus between trade, technology and geopolitics in EU-Asia context.

Slide 2 - Slide

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What are we going to do today? 
- Diving into Chapter 1 & 2  with practice questions and discussions
- Q&A possibility at the end of every working group 

The working groups will not be recorded and students cannot record the working groups themselves due to privacy regulations 

Slide 3 - Slide

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Did you attend the lectures on Monday & Tuesday?
Yes
No
Only on Monday
Only on Tuesday

Slide 4 - Poll

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International Business Ethics

Slide 5 - Mind map

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How would an analytical philosopher describe itself?
A
Disciplined
B
Artistic
C
Chaotic
D
Optimistic

Slide 6 - Quiz

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How would an continental philosopher describe an analytical philosopher? ?
A
Philosophical
B
Realistic
C
Profound
D
Docile followers of science

Slide 7 - Quiz

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Analytical philosophy & continental philosophy 
Seen from the perspective of continental philosophers 
Analytical: 
stuck in language games, shallow, naïve, docile followers of science and liberalism, not serious 

Continental 
Analysis of being, profound, realistic, politically engaged, critical about the endeavours of science and philosophical. 

Slide 8 - Slide

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Aporia
Philosophical problems are deemed to be aporetic if they do not lend themselves to easy solutions.

Example: 'The gift' - How to give a 'real' gift? 
  • Ultimately this is impossible
  • it must be given without any form of reciprocity - so even a simple 'thank-you' note makes it not a real gift 

Slide 9 - Slide

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Discussion 
What do you think of Codes of Conduct within businesses? 



Break-out rooms 1 & 2: Analytical view 
Break-out rooms 3 & 4: Continental view 

Slide 10 - Slide

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Discussion 
Can you be completely neutral in talking about a just society? 



Break-out rooms 1 & 2: Analytical view
Break-out rooms 3 & 4: Continental view 

Slide 11 - Slide

Continental: no
Analytical: yes - if you are willing to imagine it

BREAK

Please be back in 15 minutes 
Mute yourself and disable your video 
BUT DO NOT LEAVE THE ZOOM CALL 

Slide 12 - Slide

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Slide 13 - Slide

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Milton Friedman 

  • Just one social responsibility for the company: to increase its profits (as long as it stays within the rules of the game

  • Shareholders are everything 

  • Stakeholder theory is dangerous for it undermines democracy

Ed Freeman 

  • Need a plural view of the relation between business and society 

  • Isolating economic tasks from social tasks is intellectually fallacious. Thinking that economy does not belong to the social system is systematically wrong-headed 
  • Stakeholder theory is pluralistic, some manifestations: ethics of duty (Kant), pragmatism, politics, feminism, endlessly more 

Slide 14 - Slide

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Team Friedman or Team Freeman?
Team Friedman!
Team Freeman!
I am not sure yet
Team who?

Slide 15 - Poll

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No wrong answers
As long as you can argue WHY you came to your conclusion 

Slide 16 - Slide

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Who else? 
While Freeman initially only focuses on descriptive, Donaldson and Preston focus on: 
- Three typological formulations: descriptive, instrumental and normative 
- Stakeholder management requires as its key attribute, simultaneous attention to the legitimate interests of all appropriate stakeholders 

Slide 17 - Slide

Descriptive (or empirical): arises from the way in which the stakeholder concept sees the firm as an interaction of intrinsically valuable and potentially collaborative, competitive interests.
Instrumental: stakeholder theory permits the exploration of a relationship between CSR and busisnes performance
Normative: tendency of stakeholder theory to permit the consideration of a broad range of interests beyond the shareholder/owner or contractually engaged parties.

Slide 18 - Slide

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But why the firm in the middle? 
Four ways to challenge the firm-centric view of corporate responsibility and stakeholder management: 
1. Replace firm with another stakeholder 
2. Highlight and refocus attention to actual stakeholder by using pictures 
3. Take systems approach to stakeholder theory  (complex network of interrelations) 
4. Alliance model (program for manufacturing, education, funding and distribution is in de middle) 

Slide 19 - Slide

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One more slide with some continental views on stakeholder theroy
Bauman: 
Bureaucracy is problematic as it prevents face-to-face contact

Levinas: 
  • The reduction or totalization of the Other to 'stakeholder' is a problem 
  • Egology (knowledge in own terms)  and stakeholder theory is based on firms 
  • Rational approach: act of rationalization reduces responsibility to a collective and not individual responsibility 


Slide 20 - Slide

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What kind of stakeholder
model is this?
A
Firm-centric
B
Alliance
C
Focus on actual stakeholder
D
This is not a stakeholder model

Slide 21 - Quiz

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Can you run a country like a company? 

Slide 22 - Slide

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Questions? 

Slide 23 - Slide

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See you next week! 
Next week: 
Chapter 5: Moral Decision Making
Chapter 6: Organizational Justice 

Slide 24 - Slide

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