Please use this identifier to cite or link to this item:
Appears in Collections:Marketing and Retail Journal Articles
Peer Review Status: Refereed
Title: Inclusive and Exclusive Social Preferences: A Deweyan Framework to Explain Governance Heterogeneity
Author(s): Sacchetti, Silvia
Contact Email:
Keywords: John Dewey
social preferences
public interest
strategic choice
corporate social responsibility
cooperative firms
social enterprises
Issue Date: Feb-2015
Date Deposited: 27-Nov-2013
Citation: Sacchetti S (2015) Inclusive and Exclusive Social Preferences: A Deweyan Framework to Explain Governance Heterogeneity. Journal of Business Ethics, 126 (3), pp. 473-485.
Abstract: This paper wishes to problematize the foundations of production governance and offer an analytical perspective on the interrelation between agents' preferences, strategic choice and the public sphere (defined by impacts of choices on "publics" who do not have an input in strategic choice, and by contextual conditions). The value is in the idea of preferences being social in nature and in the application both to the internal stakeholders of the organisation and its impacts on people outside. Using the concept of "strategic failure" we suggest that social preferences reflected in deliberative social praxis can reduce false beliefs and increase individual wellbeing. From this approach, the paper offers a taxonomy of production organizations, based on social preferences about two variables: (i) the governance form (i.e. ownership and control rights) (ii) other strategic decisions that characterize the management of a company at a more operational level, once its fundamental legal form has been chosen. Each dimension (governance and strategic decisions processes) is then categorised alongside two basic preferences: towards inclusion or exclusion of "publics" that have no substantial access to decision power about these variables. Our framework explains governance heterogeneity by contrasting exclusive and inclusive social preferences in cooperatives, social enterprises, as well as traditional corporations. A discussion of the evolution of social preferences and organizational forms is addressed through examples and regional experiences.
DOI Link: 10.1007/s10551-013-1971-0
Rights: This item has been embargoed for a period. During the embargo please use the Request a Copy feature at the foot of the Repository record to request a copy directly from the author. You can only request a copy if you wish to use this work for your own research or private study. Publisher policy allows this work to be made available in this repository. Published in Journal of Business Ethics, February 2015, Volume 126, Issue 3, pp 473-485 by Springer. The final publication is available at Springer via

Files in This Item:
File Description SizeFormat 
JBusEthics Last November 2013.pdfFulltext - Accepted Version631.21 kBAdobe PDFView/Open

This item is protected by original copyright

Items in the Repository are protected by copyright, with all rights reserved, unless otherwise indicated.

The metadata of the records in the Repository are available under the CC0 public domain dedication: No Rights Reserved

If you believe that any material held in STORRE infringes copyright, please contact providing details and we will remove the Work from public display in STORRE and investigate your claim.