David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Business Ethics Quarterly 16 (4):475-504 (2006)
Abstract: Despite the recent rash of corporate scandals and the resulting rush to address the problem by adding more laws and regulations, seemingly little attention has been paid to how the nature (not the substance) of rules may or may not affect ethical decision-making. Drawing on work in law, ethics, management, psychology, and other social sciences, this article explores how several characteristics of rules may interfere with the process of reaching and implementing ethical decisions. Such a relationship would have practical implications for regulatory policy and managers of organizations, and the article concludes by suggesting how regulations and corporate ethics programs should be able to improve the ethical culture of business and enhance the ethical decision-making skills of employees
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James Weber & David M. Wasieleski (2013). Corporate Ethics and Compliance Programs: A Report, Analysis and Critique. [REVIEW] Journal of Business Ethics 112 (4):609-626.
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Kathy Lund Dean, Jeri Mullins Beggs & Timothy P. Keane (2010). Mid-Level Managers, Organizational Context, and (Un)Ethical Encounters. Journal of Business Ethics 97 (1):51–69.
Roland Bardy, Stephen Drew & Tumenta F. Kennedy (2012). Foreign Investment and Ethics: How to Contribute to Social Responsibility by Doing Business in Less-Developed Countries. [REVIEW] Journal of Business Ethics 106 (3):267-282.
Michael Gonin (2007). Business Research, Self-Fulfilling Prophecy, and the Inherent Responsibility of Scholars. Journal of Academic Ethics 5 (1):33-58.
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