David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 19 (3):255 - 271 (1999)
Response to wrongdoing is modeled as a decision process in an organizational context. The model is grounded in theory of risk, ambiguity, and informational influences on decision making. Time pressure, inadequate information and coworker influences are addressed. Along the way, a handful of propositions are provided which emphasize influences on the actual choice between response options.
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Citations of this work BETA
David Lewis (2011). Whistleblowing in a Changing Legal Climate: Is It Time to Revisit Our Approach to Trust and Loyalty at the Workplace? Business Ethics 20 (1):71-87.
Göran Svensson, Greg Wood & Michael Callaghan (2010). A Comparison of Business Ethics Commitment in Private and Public Sector Organizations in Sweden. Business Ethics 19 (2):213-232.
Goran Svensson, Greg Wood, Jang Singh, Emily Carasco & Michael Callaghan (2009). Ethical Structures and Processes of Corporations Operating in Australia, Canada, and Sweden: A Longitudinal and Cross-Cultural Study. [REVIEW] Journal of Business Ethics 86 (4):485 - 506.
Göran Svensson, Greg Wood, Jang Singh & Michael Callaghan (2009). A Cross-Cultural Construct of the Ethos of the Corporate Codes of Ethics: Australia, Canada and Sweden. Business Ethics 18 (3):253-267.
Michael Callaghan, Greg Wood, Janice M. Payan, Jang Singh & Göran Svensson (2012). Code of Ethics Quality: An International Comparison of Corporate Staff Support and Regulation in Australia, Canada and the United States. Business Ethics: A European Review 21 (1):15-30.
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