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  1. Howard Adelman (1991). Morality and Ethics in Organizational Administration. Journal of Business Ethics 10 (9):665 - 678.
    The article is a detailed case study of theft and fraud by an employee in an organization. The analysis suggests that in the process of dealing with the employee, the issue was notprimarily one of ethics, but of two moral principles in conflict, compassion and concern for a fellow human being and the morality governing responses to betrayal. The latter governed the results because that morality was congruent with the predominant ethics of the organization concerned with preserving the authority structure (...)
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  2. Alexandre Ardichvili, Douglas Jondle, Brenda Kowske, Edgard Cornachione, Jessica Li & Thomas Thakadipuram (2012). Ethical Cultures in Large Business Organizations in Brazil, Russia, India, and China. Journal of Business Ethics 105 (4):415-428.
    This study focuses on comparison of perceptions of ethical business cultures in large business organizations from four largest emerging economies, commonly referred to as the BRICs (Brazil, Russia, India, and China), and from the US. The data were collected from more than 13,000 managers and employees of business organizations in five countries. The study found significant differences among BRIC countries, with respondents from India and Brazil providing more favorable assessments of ethical cultures of their organizations than respondents from China and (...)
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  3. Janet L. Borgerson, Jonathan E. Schroeder, Martin Escudero Magnusson & Frank Magnusson (2009). Corporate Communication, Ethics, and Operational Identity: A Case Study of Benetton. Business Ethics 18 (3):209-223.
    This article investigates conceptual and strategic relationships between corporate identity, organizational identity and ethics, utilizing the Benetton Corporation as an illustrative case study. Although much attention has been given to visual aspects of Benetton's renowned ethical brand building efforts, few studies have looked at how Benetton's employees, retail environments and trade events express ethical aspects of their well-known corporate identity. A multi-method case study, including interviews at retail outlets and trade events, sheds light on several important yet under-studied components of (...)
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  4. Aat Brakel (2007). The Moral Standard of a Company: Performing the Norms of Corporate Codes. International Journal of Business Governance and Ethics 3 (1):95-103.
    Bottom lines and codes provide a corporation with guidelines for dealing with the inside and outside world. Bottom lines have the oldest papers through Frederic Taylor's Scientific Management, dated beginning 20th century. Codes came into existence in its midst with the emerging sustainability agenda, referring both to technical detail and human judgement. Corporate codes present themselves as a policy document with collective rules handed down by way of a top-down approach. Since an effective code is dependent on the motivation of (...)
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  5. Chin-Yi Chen & Chin-Fang Yang (2012). The Impact of Spiritual Leadership on Organizational Citizenship Behavior: A Multi-Sample Analysis. [REVIEW] Journal of Business Ethics 105 (1):107-114.
    This study investigates and compares the impact of spiritual leadership on organizational citizenship behavior in finance and retail service industries to determine the possibility of generalizing and applying spiritual leadership to other industries. This study used multi-sample analysis of structural equation modeling. The results show that values, attitudes, and behaviors of leaders have positive effects on meaning/calling and membership of the employees, and further facilitate employees to perform excellent organizational citizenship behaviors, including the altruism of assisting colleagues and the responsible (...)
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  6. Lynn D. Devenport, Ryan P. Brown, Stephen T. Murphy, Alison L. Antes, Ethan P. Waples, Michael D. Mumford & Shane Connelly (2009). Exposure to Unethical Career Events: Effects on Decision Making, Climate, and Socialization. Ethics and Behavior 19 (5):351-378.
    An implicit goal of many interventions intended to enhance integrity is to minimize peoples' exposure to unethical events. The intent of the present effort was to examine if exposure to unethical practices in the course of one's work is related to ethical decision making. Accordingly, 248 doctoral students in the biological, health, and social sciences were asked to complete a field appropriate measure of ethical decision making. In addition, they were asked to complete measures examining the perceived acceptability of unethical (...)
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  7. Emmanuel A. Erondu, Alex Sharland & John O. Okpara (2004). Corporate Ethics in Nigeria: A Test of the Concept of an Ethical Climate. [REVIEW] Journal of Business Ethics 51 (4):349-357.
    Behaving in an ethical manner is part of the social responsibility of a business. How employees perceive the business operates often drives how they will treat customers. If employees think their organization is ethical they are more likely to behave in an ethical manner themselves. The study focuses on the ethics of banking organizations in Nigeria using a multidimensional framework developed from prior research. The data were analyzed to test the robustness of the dimensions and evaluate whether the framework (...)
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  8. David J. Fritzsche (2000). Ethical Climates and the Ethical Dimension of Decision Making. Journal of Business Ethics 24 (2):125 - 140.
    Victor and Cullen (1987, 1988) developed a typology of ethical climates based upon the level of moral development of the work group (egoism, benevolence and principled a la Kohlberg, 1981) and the locus of analysis utilized in reaching decisions (individual, local, cosmopolitan). Building on this typology, data were obtained from a high technology company for the purpose of empirically extending the examination of the number of ethical climates that exist and portraying the relationship between ethical climates and the ethical dimension (...)
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  9. Weihui Fu & Satish P. Deshpande (2012). Factors Impacting Ethical Behavior in a Chinese State-Owned Steel Company. Journal of Business Ethics 105 (2):231-237.
    This study examines factors impacting ethical behavior of 208 employees of a Chinese state-owned steel company. Only rules climate had a significant impact on ethical behavior of respondents. Other ethical climate types such as professional, caring, instrumental, independence, and efficiency did not impact ethical behavior of respondents. Ethical behavior of peers, ethical behavior of successful managers, and overclaiming had a significant impact on ethical behavior of subjects.
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  10. Sean T. Hannah, Bruce J. Avolio & Fred O. Walumbwa (2011). Relationships Between Authentic Leadership, Moral Courage, and Ethical and Pro-Social Behaviors. Business Ethics Quarterly 21 (4):555-578.
    Organizations constitute morally-complex environments, requiring organization members to possess levels of moral courage sufficient to promote their ethical action, while refraining from unethical actions when faced with temptations or pressures. Using a sample drawn from a military context, we explored the antecedents and consequences of moral courage. Results from this four-month field study demonstrated that authentic leadership was positively related to followers’ displays of moral courage. Further, followers’ moral courage fully mediated the effects of authentic leadership on followers’ ethical and (...)
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  11. Jean L. Johnson, Kelly D. Martin & Amit Saini (2011). Strategic Culture and Environmental Dimensions as Determinants of Anomie in Publicly-Traded and Privately-Held Firms. Business Ethics Quarterly 21 (3):473-502.
    Anomie is a condition in which normative guidelines for governing conduct are absent. Using survey data from a sample of U.S. manufacturing firms, we explore the impact of internal (cultural) and external (environmental) determinants of organizational anomie. We suggest that four internal organizational factors can generate or suppress organizational anomie, including strategic aggressiveness, long-term orientation, competitor orientation, and strategic flexibility. Similarly, we argue that external contextual factors, including competitive intensity and technological turbulence, can influence organizational anomie. We extend anomie and (...)
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  12. Muel Kaptein & Jan Van Dalen (2000). The Empirical Assessment of Corporate Ethics: A Case Study. [REVIEW] Journal of Business Ethics 24 (2):95 - 114.
    Empirical analyses of the ethics of corporations with the aim to improve the state of corporate ethics are rare. This paper develops an integrated, normative model of corporate ethics by conceptualizing the ethical quality of organizations and by relating this contextual quality to various expressions of immoral behavior. This so-called Ethics Qualities Model for organizations, which contains 21 ethical qualities, allows one to assess the ethical content of institutional groups of individuals. A proper conceptualization is highly relevant both for the (...)
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  13. Kathryn Pavlovich & Keiko Krahnke (2012). Empathy, Connectedness and Organisation. Journal of Business Ethics 105 (1):131-137.
    In this paper, we conceptually explore the role of empathy as a connectedness organising mechanism. We expand ideas underlying positive organisational scholarship and examine leading-edge studies from neuroscience and quantum physics that give support to our claims. The perspective we propose has profound implications regarding how we organise and how we manage. First, we argue that empathy enhances connectedness through the unconscious sharing of neuro-pathways that dissolves the barriers between self and other. This sharing encourages the integration of affective and (...)
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  14. Masoud Shadnam & Thomas B. Lawrence (2011). Understanding Widespread Misconduct in Organizations. Business Ethics Quarterly 21 (3):379-407.
    Reports of widespread misconduct in organizations have become sadly commonplace. Sexual abuse in the Catholic Church, accounting fraud in large corporations, and physical and sexual harassment in the military implicate not only the individuals involved, but the organizations and fields in which they happened. In this paper we describe such situations as instances of “moral collapse” and develop a multi-level theory of moral collapse that draws on institutional theory as its central orienting lens. We draw on institutional theory because of (...)
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  15. Devora Shapiro & Marilea Bramer (2013). Gender Issues in Corporate Leadership. Handbook of the Philosophical Foundations of Business Ethics:1177-1189.
    Gender greatly impacts access to opportunities, potential, and success in corporate leadership roles. We begin with a general presentation of why such discussion is necessary for basic considerations of justice and fairness in gender equality and how the issues we raise must impact any ethical perspective on gender in the corporate workplace. We continue with a breakdown of the central categories affecting the success of women in corporate leadership roles. The first of these includes gender-influenced behavioral factors, such as the (...)
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  16. Ronald R. Sims & Johannes Brinkmann (2003). Enron Ethics (Or: Culture Matters More Than Codes). [REVIEW] Journal of Business Ethics 45 (3):243 - 256.
    This paper describes and discusses the Enron Corporation debacle. The paper presents the business ethics background and leadership mechanisms affecting Enron''s collapse and eventual bankruptcy. Through a systematic analysis of the organizational culture at Enron (following Schein''s frame of reference) the paper demonstrates how the company''s culture had profound effects on the ethics of its employees.
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  17. Yau-De Wang & Hui-Hsien Hsieh (2012). Toward a Better Understanding of the Link Between Ethical Climate and Job Satisfaction: A Multilevel Analysis. [REVIEW] Journal of Business Ethics 105 (4):535-545.
    Research concerning the relationship between psychological ethical climate and job satisfaction is popular in the literature. However, to date, no study in the literature has simultaneously investigated both the effects of individual-level and organization-level ethical climates on employees’ job satisfaction. On the basis of a multilevel analysis, the present study used a sample of 472 full-time employees from 31 organizations in Taiwan to examine the above two effects. Results from the analyses showed that within the organizations, individual employees’ instrumental climate (...)
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