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The contributing concept of vigorous board has been formulated through data employment analysis technique while contemplating seven attributes such as financial experience of board secretary, percentage of board meetings, CEO duality, foreign experience of board members, foreign education of board members, executive members and number of committees. Significantly, the data of listed Chinese SMEs has been accumulated for the years 2015–2021. Empirical underpinnings evaluate that vigorous board escalates the SMEs performance vehemently. Further, the moderators such as innovation input and cash holding are blessing in disguising for SMEs performance, however innovation output remains a stagnant moderator for SMEs growth. Meanwhile, earnings per share, number of employees and firms' age have been signified as necessary components for the SMEs growth. Our results are robust and reliable through the execution of GMM instrumental panel regression technique. Remarkably, the implication of the study has been elucidated under the aegis of empirical findings. [ABSTRACT FROM AUTHOR]

In the last decades, the topic of business ethics has attracted great interest at the academic and professional levels. Nowadays business ethics is being increasingly implemented as a necessary discipline in universities' study plans on business management. Moreover, its importance is also evident according to the worldwide increase of organizations and/or institutions that have implemented ethics systems. However, some approaches thoroughly do not consider the importance and the need of an ethical behaviour and are still guiding the actions and the way of thinking of many academics and professionals led to consider that the only responsibility of business is limited just to profit maximization. After analyzing and debating the postulates of this line of thought, this paper concludes that the companies bear the responsibility of behaving ethically. This responsibility does not exclusively imply serving and being fair to its shareholders as the only actors to care about. Its fulfilment requires the recognition of other actors in scene, its stakeholders, to constitute a consistent basis on which companies can satisfactorily operate in the market. The implementation of an ethical management system (from now on EMS) can contribute to the generation of an ethical culture and to the improvement of the moral quality of the whole organization. As a consequence, together with the achievement of the desired Top Managers "best place to work", the corporate reputation related to its stakeholders can be improved redounding in the value creation for the company. [ABSTRACT FROM AUTHOR]

Nowadays there is a growing interest in business ethics, both in academia and professionally. However, moral lapses continue to happen in business activities, leading academicians and professionals to rethink what is being done and reinventing new strategies to successfully manage ethics in business organisations. Thus, whereas efforts to promote ethics are basically oriented to using and developing explicit, written formal mechanisms, the literature suggests that other instruments are also useful and necessary to achieve this. Thus, studying the role of the Human Resource Management (hereafter, HRM) in promoting ethics is an emerging research topic due to the heavy influence that HRM practices are thought to have on employees. This paper is aimed at developing a thorough analysis of HRM's role in promoting ethics, and specifically at focusing on one of its practices, training. As an illustrative example of the utility of this practice, an empirical study was conducted on a range of Spanish banking companies in which an impact was found on the employees' ethical behaviour when ethics training was being provided inside the organisation. Finally, the practical implications of these findings and directions for future research are presented. [ABSTRACT FROM AUTHOR]