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  1. Henry Adobor (2006). Exploring the Role Performance of Corporate Ethics Officers. Journal of Business Ethics 69 (1):57 - 75.
    Organizations continue to show renewed focus on managing their ethics programs by developing organizational infrastructures to support their ethics implementation efforts. An important part of this process has been the creation of an ethics officer position. Whether individuals appointed to the position are successful in the role or not may depend on a number of factors. This study presents a suggested framework for their effectiveness. The framework includes a focus on personal, organizational and situational factors to predict performance in the (...)
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  2. Gonzalo A. Chavez, Roy A. Wiggins & Munevver Yolas (2001). The Impact of Membership in the Ethics Officer Association. Journal of Business Ethics 34 (1):39 - 56.
    In this study, we propose considering membership in the Ethics Officer Association (EOA) as a proxy for the firm''s commitment to ethical decision making, and we analyze the influence of firm- and CEO-specific characteristics on this commitment. While we observe a positive relationship between membership and firm size, we also document a negative relationship between EOA membership and the executive''s time in position and, to a more modest extent, accounting returns. Pursuing this further, we present evidence that firms with past (...)
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  3. W. Michael Hoffman, John D. Neill & O. Scott Stovall (2008). An Investigation of Ethics Officer Independence. Journal of Business Ethics 78 (1-2):87 - 95.
    In this paper, we examine whether ethics officers are able to perform their assigned duties independently of organizational management. Specifically, we investigate whether inherent conflicts of interest with company management potentially hinder the ability of ethics officers to serve as an effective monitor and deterrent of unethical activity throughout the organization. As part of our analysis, we conducted 10 detailed phone interviews with current and retired ethics officers in order to determine whether practicing ethics officers feel the need for additional (...)
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  4. Dove Izraeli & Anat BarNir (1998). Promoting Ethics Through Ethics Officers: A Proposed Profile and an Application. Journal of Business Ethics 17 (11):1189-1196.
    We present an ideal profile of an emerging organizational function: the Ethics Officer. We argue that the main contribution of an EO is to provide management with a broad perspective of the organization's stakeholders – one that emphasizes the interests of all stakeholders, including those not affiliated with the dominant coalitions in the organization. In order to avoid turning the EO into a rubber stamp for management activities, we suggest that certain conditions prevail to enable the person in this position (...)
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  5. Duffy A. Morf, Michael G. Schumacher & Scott J. Vitell (1999). A Survey of Ethics Officers in Large Organizations. Journal of Business Ethics 20 (3):265 - 271.
    Corporations in the United States have been starting ethics programs for a variety of reasons both active and passive. Ethics officers are being charged with improving both company image and the level of ethical decision-making by employees. Thirty ethics officers from Fortune 500 firms were surveyed to develop a database of their duties and the companies' commitment to ethical standards. The results suggest much is being done, both in the diversity of responses and the similarities of commitment and duties.
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