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Facilitation payments (petty corruption) are small payments to an officer or employee, public or private, who is responsible for a nondiscretionary service, in order to facilitate, accelerate, or cheapen a procedure, for example, issuing a passport or connecting a house to a power distribution network. They are widespread in some countries, and are often considered irrelevant, but they have very large negative impacts in generating a culture of corruption, affecting the functioning of public offices or private companies and on costs for citizens. This chapter explains what facilitation payments are, why they are an ethical problem for people who pay and receive them, for companies and for society, and the positioning of the fight against those payments within the overall strategy against corruption.

This paper aims to illustrate how business ethics research is progressing in the tourism and hospitality (T/H) industries and suggest a research agenda.

This study applies bibliometric analysis to articles related to business ethics topics in the T/H fields published between 1995 and 2014 in six, nine and five leading hospitality-, tourism- and business ethics-oriented journals, respectively.

This study provides a broad view on business ethics research in the T/H fields based on leading authors, institutions, themes and methods used over the past two decades.

This study assesses the progress of business ethics research in the hospitality and tourism fields. Only articles published in select, prominent Social Sciences Citation Index journals were analyzed.

This analysis focuses on published articles related to business ethics in the T/H fields. As such, it facilitates researchers, academic scholars and professionals in contributing to the field more effectively and advancing scientific progress in the literature. It aids practitioners by evaluating the extent to which scholars have investigated key issues in the field.

This study is the first to utilize bibliometric analysis to assess business ethics research focusing on T/H activities published in leading tourism, hospitality and business ethics journals.

The purpose of this paper is to present and interpret the “Enterprise Politics Model (EPM)” developed by Professor Antonio Valero, Founder and first Dean of IESE Business School, University of Navarra, Spain.

Drawing from a careful reading of Valero’s writings in their original context and some developments of these by his followers, this paper systematically presents and discusses the key ideas of Valero’s model for management and corporate governance.

The main features of Valero’s philosophy of the firm and of senior management can be summarized in four points: the firm as a community of persons; the firm as an intermediate social institution serving the common good of society; the different nature of political and technical practice, which leads senior management to exercise practical reason – not only science or technique, and at the same time a kind of political art, or wisdom; and the role and responsibility of entrepreneurs and top management. Valero emphasizes the political nature of management and, from a practical perspective, suggests a global analysis based on four big areas of governance: business activity, managing structure, institutional configuration, and professional community. He makes his model applicable by developing “political procedures”.

Valero’s “EPM” is an original humanistic approach to management and corporate governance, with implications to business education. Valero’s contributions were based on his business and teaching experience and in a deep humanistic background, but adopted an intuitive outlook and need further conceptual development, actualization to contemporary business context and empirical research on the relationship between this model and performance.

Valero’s “EPM” is a practically oriented humanistic approach to management and corporate governance which can be a realistic alternative to conventional, and often criticized, approaches to management and corporate governance. In fact, it has already been successfully applied in several companies.

In a context of growing discontent toward capitalism and the role of business in society, the “EPM” – discussed in this paper – shows how business might be run and organized to be socially responsible, contributing to the common good and respecting individual rights and flourishing.

The paper discusses, systematizes and interprets an innovative way of understanding management and corporate governance.

This paper aims to determine the extent of anti-corruption information disclosure in the sustainability reports originating from Gulf countries.

This study utilizes a deeply rooted content analysis technique of corporate sustainability reporting, covering 66 Gulf Cooperation Council (GCC) firms during 2014.

Strengthened by the application of the institutional theory, insight into the results points to a state of limited maturity regarding the disclosure of anti-corruption procedures in the region. More specifically, the results highlight the compliance in the reporting of conduct code, while reporting information on whistleblowing was significantly less in comparison. Firms in Qatar and the UAE ultimately release better informed reports, inclusive of detailed information on internal anti-corruption practices.

The aim of this study is to determine the extent of sustainability reporting in GCC companies under coercive isomorphism concept, with a special interest in the disclosure of anti-corruption practices. Ultimately, addressing the following questions: To what extent the GCC companies disclose their anti-corruption practices in the sustainability reports? What areas of anti-corruption disclosure the GCC is more concerned in their sustainability reports? To what extent do external forces under coercive isomorphism explain the extent of anti-corruption?

In implementing strategies to achieve ambitious goals, managers use tools such as performance measurement systems (PMS) for their proven ability to motivate and drive employees’ behaviors. However, many strategies fail during implementation, partly because managers pay insufficient attention to PMS design, tending to devote too little attention to characteristics of the metrics they use to evaluate and provide feedback on their subordinates’ performance. This chapter discusses the management control literature on metrics, the psychology behind the behavioral effects of measurements, typical managerial errors in choosing performance metrics, and previous attempts to define characteristics of good measurements. It suggests that good measurements should exhibit a set of characteristics associated with a novel and easily remembered acronym, STORY, and tests this typology by analyzing empirical data gathered on 1,159 metrics from 293 survey respondents, including characteristics of the people measured (e.g., age, position, and functional department) and the organizations employing them (e.g., firm size, industry, scope, and type of organization).