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Changing Notion of Ethics in SMEs
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Irena Jindrichovska[1] and Gabriele Meismer[2]
Abstract:
Ethics is understood as a code of moral standards of conduct for what is “good” and “right” as opposed to what is “bad” or “wrong”. Ethical behaviour is value driven. People have tendencies to rationalize unethical behaviours. What is considered ethical varies across cultures. Arising ethical dilemmas test personal ethics and values.
Business ethics involves applying general ethical principles and standards to business activities, behaviour and decisions. Ethical principles in business are not different from ethical principles in general. Business actions are judged by general ethical standards of society and not by more lenient principles.Big companies use ethical rules as a part of their Corporate Governance. But what about small companies that represent prevalent majority of economic activityin any country? Are they recognizing and following any system of ethical rules? Are there any changes on the part if small and medium sized companies? Ethics starts with each individual employee. In relations to employees SMEs need to define their talent performance requirement also in the context of ethics.
Keywords: Ethics, SMEs, corporate governance, ethical dilemma, ethical code
JEL classification: M14, M21,O16
- Introduction
More than 20 million European enterprises can beclassified as SMEs. Most of them are not indirect competition against large enterprises, becauseof their limited resources. They account for two thirds of thetotal employment and for 60% of the EU’s grossdomestic product, achieving half of the total valueadded in the EU (EC, 2003). They also represent more than 90% of all European businesses. SMEs are a main source of innovation and prosperity.
They differentiatefrom larger firms by their financial, structural and social features. Criteria such as ownership, market share, employees, assets,financial turnover, and relations inside the company differ from larger firms (Awram, Kuehne, 2008, p. 464).
The term corporate ethics is usually understood as a system of rather stiff rules and regulations by which the company manages itself and which it then proudly announces to the outside world in its annual reports in a hope to attract attention of new customers and possible investors in order to raise its sales and improve profits.We approach ethics in corporation as a discipline with practical and measurable outputs. And we suggest to measure the goals and progress achieved can be similar as in achieved progress through the key performance indicators, and apply the BSC approach similarly as in similar way as in general management and strategy building and control systems.
The paper is structured as follows: the first part is the introduction, part 2 deals with previous studies dealing with importance of ethics in corporations. Part 3 discusses decision making and challenges of decision makers. In part 4 we explain how implementation of CSR can be used as intangible asset to create value in company. In Part 5 we explain the approach of our German colleagues and learn form their experience in dealing with this question in big companies and summs up our approach – the use Strategy Maps and Balanced Scorecards (BSC) forming the base of our apprach if the reseach in Czech SMEs. Part 6 concludes the paper and summarises future challenges.
- Previous literature - the importance of ethics
Because of the influence of technical development, informational technologies, and globalization of markets the distances between enterprises are diminishing and the world becomes more transparent. Further development of cooperation calls for deepening corporate culture which is based on responsible management between cooperating companies. This needs to be realised in the field of their innovative activities, in the field of strategy and development and managed subjects. In the opposite case the lack of deepening of cooperation within the country and internationally could negatively influence both business and political environments.
Issues of corporate governance are narrowly linked with corporation’s ethics. This is apparent mainly in the view of recent corporate scandals around the world. We need to stress here, that corporate governance and ethics are closely related fields and ethics or ethical behaviour needs to be understood as necessary precursor of good corporate governance (Jindrichovska, 2011)
Ethics comes first. It is a prevention measure, not a cure for consequences of bad behaviour.
Recommendations and important decisions must be based on expert opinion and investigation of the nature of the problem. The road to acceptance of the stakeholder management inspires today’s academics and practitioners to pursue innovations of current management practices (Dytrt and Striteska, 2009). Corporations need to be viewed as open systems, in contrast to shareholder management which manages corporations as separate entities. The struggle for ethical and responsible management is only at its onset. It entails primarily a wider complexity of management, which would be able to measure not only quantifiable outputs using norms and physical standards but it should also extend the measurement to non quantitative features. It needs to be stressed, that taking in consideration qualitative features of corporations extends the room for ethical behaviour and decent attitudes in management. Greater involvement of ethical management requires resolution the basic problems of management, e.g. the concept of “prisoner’s dilemma” (Harvey, 2008).
From the previous questionnaire research in the Czech Republic, where questionnaires wee distributed to 2500 respondent, and the response rate was 18%, we have learned, that there are two key problems indicating, what is destroying ethical enterprising. The first finding confirms that there is not enough knowledge about usefulness and necessity of ethics in management. The second problem is caused by insufficient interest in innovating current managerial practices; i.e. manager relies on the past practices and this confines his/her future capacity and creativity. This contributes to deepening consumerism in management, basis of which is the non-ethical thinking in the society as a whole. (Dytrt, 2011 ).
- Decision making
Unlike proposed by conventional economics people are not calculating machines. They are influenced by a variety of factors, external and internal. So even when companies agree on a written code of conduct concerning corporate governance, this might feel abstract in day-to-day business. Driven by assumptions (i.e. not being able to win a contract without bribery), uneasiness in communicating with other people especially those who are in a dependency relationship (employees) or other emotional issues, business leaders and business owners and also managers on all levels tend to forget their noble intentions and act irrational.
- „We live simultaneously in two different worlds - one where social norms prevail, and the other where market norms make the rules „ (Ariely, Predictably Irrational, p. 1055 / Kindle Edition)
Making ethical considerations part of the overall corporate and business strategy is a complex process. It involves not only agreeing on a set of behaviors. To embed ethical reasoning in the day-to-day decision making process companies need to first create a conscious culture and second to make sure that a ROI is very clear to the firm as well as to every member of the organization. This means that the decision making processes need to be much more transparent and be based on a well designed process.
The question Ariely and his colleagues try to answer in Ariel‘is latest book (Ariely, 2012) is what makes people take unethical decisions - in the numerous experiments it is about cheating. First and probably not surprising findings suggest that we are all prone to cheat, at least a little bit. Crossing the line to outright unethical or even illegal behavior and/or business practices is a next qualitative steps.
Interesting is that Ariely and his colleagues found that a minor lapse starts a whole process which the researchers call the „What-the-Hell“ effect. So people who are using counterfeit products tend to cheat more than those who use the „real“ thing, the original brand. Ariely's and others research suggest that there seems to be a sort of erosion in the process of engaging in unethical behavior or practices. You start small and after a while you lose track. On the other hand, people tend to cheat only as much as they are able to do while keeping up their own self-image of being a person of integrity.
But the findings also suggest that most of the minor violations of ethics are done more or less unconsciously, without much consideration. Making students for example sign a code of conduct before each exam has decreased the overall cheating considerably. So it also seems that people need some strong reminders before they take decisions.
In business we are very often in conflict-of-interest situations. The research of Ariely suggests another more surprising issue: people tend to cheat more when they can do good to someone else who has some importance for them. So we can assume that many people in a company, especially in a small or mid-sized company have a strong relationship with their company and mostly also with their business owner, and they want their company to succeed. So they are tempted to bend the rules from time to time.
Creating a reliable control mechanism without falling back into outdated leadership models seem to be essential to keep the business in ethical business practices on all levels.
- Implementation of CSR as intangible asset to create value
Reliability and accountability in business practices help companies to compete on a fair basis. Unethical or outright illegal practices like for example corruption or slavery create an anarchic and completely unpredictable environment. This is why governments and also the EU try to introduce corporate governance procedures and processes, because an environment running wild will also damage the national / European economies in medium and long-term. The current crisis based on unethical while not illegal risk taking of the banking industry is a good example how unethical behavior and practices have the power of taking not only the EU down. We cannot get away from the complexity and interrelationships of globalization. And this also has an important impact on small and medium-sized enterprises.
The ERC (EthicsResourceCenter) in the US has just published its „2011 National Business Ethics Survey“. This survey is sponsored by several large corporations including Walmart who currently has some severe backlashes in the pursuit of its CSR/Sustainability program (corruption case in Mexico). Nevertheless the report gives some information which are worth to be considered also in a context of Czech SMEs.
At the first glimpse we see proof of what Ariely reports in his book, that „cheating“ is part of human life and behavior. What is positive is the number of people who reported misconduct - a number that has risen from the last survey in 2009:
(ERC, 2011 National Business Ethics Survey)
This indicates that people - especially those we consider as talents - are less tolerant towards misconduct or unethical or even illegal behavior.
While the rate of observed misconduct falls to 45% - a historic overall low - a substantial increase in certain unethical and illegal practices and behaviors is reported in some special areas:
(ERC, 2011 National Business Ethics Survey)
Basically we see the same misconducts which are reported and covered by the media throughout the EU and also in the CzechRepublic. Another interesting figure is provided by Transparency International. As they report, for example corruption is not even a very efficient way to reach goals:
(Transparency International, Global Corruption Barometer 2010)
Transparency also gives not a very positive evaluation of the CzechRepublic - as for most of the EU countries (Transparency International, NationalIntegritySystemAssessmentCzechRepublic, 2010):
„There are many weaknesses in the CzechRepublic’s National Integrity System. The first step in any effort to strengthen the system must be to clearly understand the roles of individual actors and differentiate between the actions that weaken the system and those that strengthen it. At the same time, it is necessary to pay close attention to behavior of individuals as even within the existing legal framework, with all its loopholes and problems, it is possible to behave in a predictable and transparent way.“
As in almost all other countries the relationship with judiciary, political and public organizations and representatives is the most flawed in the overall evaluation.
While corporate governance, corporate social responsibility and sustainability are issues meanwhile widely agreed on as desirable also in SME‘s, there still is a huge gap between consciousness on the importance of a sustainable value driven business and its implementation in day-to-day business.
Michael Porter, Harvard professor and renowned expert in competitive strategies and his co-author Mark Kramer suggested in an HBR article in 2009 that this gap can only be closed when business leaders and owners start to recognize CSR issues as part of their competitive strategy and implement it in their business strategy planning. (M. Porter, M. Kramer, Strategy & Society - The Link between Competitive Advantage and Corporate Social Responsibility, HBR, May 2009): „To advance CSR, we must root it in a broad understanding of the interrelationship between a corporation and society while at the same time anchoring it in the strategies and activities of specific companies. To say broadly that business and society need each other might seem like a cliché, but it is also the basic truth that will pull companies out of the muddle that their current corporate-responsibility thinking has created. Successful corporations need a healthy society. ... At the same time, a healthy society needs successful companies.“ The authors emphasize that good CSR is much more than „just writing a check: It needs clear, measurable goals and track results over time.“
An organization which cannot be suspected to be a biased NGO is Ceres, a network of powerful international investors, companies and public interest groups, published a report „The Road to 2020 - Corporate Progress on the Ceres Roadmap for Sustainability“ (2010). The survey cover a broad range of topics, but a clear recommendation is:
„Sustainability performance results are a core component of compensation packages and incentive plans for all executives.“
The message is very clear: Ann Stausboll, CEO of CalPERS, one of the world‘s largest institutional investors, states in her foreword to the report: The future will belong to innovative companies that understand that building long-term shareholder value and being an industry leader requires the integration of sustainability principles at every level, from the C-suite to operations and through the supply chain.
In accordance with these findings we propose using the Balanced Scorecard (BSC) System as strategic planning as well as implementation and tracking tool. We agree with Porter and other authors that CSR is more an opportunity than just a cost. Kaplan and Norton, who developed the BSC - and Strategy Map system, suggest that using these tools helps to align the organization with the adopted strategy without disrupting the structure of the firm. (R. Kaplan, D. Norton, How to Implement a New Strategy without Disrupting Your Organization, HBR, May 2009).
One of the weaknesses of most SMEs is the lack of sufficient strategic planning. Decisions are mostly made by gut feeling, and while most business owners are pretty successful working like that, the opportunities for further growth are widely neglected. The organizations somehow adapt to the environment, and when the environment is unethical, then so be it.
Using a structured approach towards strategy development will close the gap between desire and reality. Strategy Maps and BSCs are linked to key performance indicators (KPIs) which link the overall strategy to the actual day-to-day performance. Thus all progress is made measurable and visible. We strongly recommend that especially SMEs start to use structured approaches in their strategy development so that they not lose their competitive advantage in a global market in which large players more and more close niche markets for SMEs which are not able to compete.
We strongly believe that also unlisted companies should engage in corporate governance, a question the EU raises in its Green Paper on Corporate Governance in 2011. Not only to make the world a better place, but also to improve the business performance of SMEs and their sustainable competitive advantage. Lack of corporate governance, CSR and ecological sustainability results not only in negative consequences for the economy as a whole but also in losses for the business in question.
BSCs link business strategy, performance and implementation by breaking it down to measurable goals for each individual in the organization.
4.1Implementation of Ethical Thinking and Behavior in corporations’ strategies
We propose to make ethical behavior part of the firm’s culture, leadership, teamwork and people management in general.To embed ethical thinking and behavior deep into an organizations culture, a specially for SMEs developed Strategy Map/BSC framework will be developed. Implementing such a scheme means to start a distinct change management project in the company.
BSCs enable to measure not only hard fact financial performance but also soft facts like customer satisfaction, internal process design, people management and the intangible resources like leadership, culture and knowledge.
Kaplan and Norton developed the framework further in 2004. They proposed to create strategy maps in organizations to describe how the organization creates value. Linking these to the BSC system takes the rising importance of intangible assets into consideration.
These powerful method and tools provide firms to implement a consistent strategy throughout the whole organization. They offer a holistic approach. And as the relatively new scientific area of behavioral economics tell as, people need incentives to apply a certain way of thinking and behavior. While this does not eliminate all biased decisions, it is a powerful way to shape an organization‘s culture and personality.