David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 22 (2):133 - 143 (1999)
Corporate America is institutionalizing ethics through a variety of structures, systems, and processes. This study sought to identify managerial perceptions regarding the institutionalization of ethics in organizations. Eighty-six corporate level marketing and human resource managers of American multi-national corporations responded to a mail survey regarding the various implicit and explicit ways by which corporations institutionalize ethics. The results revealed that managers found ethics to be good for the bottom line of the organizations, they did not perceive the need for additional formalization of ethics, and that they perceived implicit forms of institutionalizing ethics (e.g., leadership, corporate culture, top management support) to be more effective than the explicit forms of institutionalizing ethics (e.g., ethics ombudspeople, ethics committees, ethics newsletters). Implications of the survey and future research directions conclude the paper.
|Keywords||Philosophy Ethics Business Education Economic Growth Management|
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Citations of this work BETA
Soo-Yeon Kim & Hyojung Park (2011). Corporate Social Responsibility as an Organizational Attractiveness for Prospective Public Relations Practitioners. Journal of Business Ethics 103 (4):639-653.
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Wenlong Yuan, Yongjian Bao & Alain Verbeke (2011). Integrating CSR Initiatives in Business: An Organizing Framework. [REVIEW] Journal of Business Ethics 101 (1):75 - 92.
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Sean Valentine, Lynn Godkin, Gary M. Fleischman & Roland Kidwell (2011). Corporate Ethical Values, Group Creativity, Job Satisfaction and Turnover Intention: The Impact of Work Context on Work Response. [REVIEW] Journal of Business Ethics 98 (3):353 - 372.
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