David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 14 (9):715 - 726 (1995)
Jones (1991) has proposed an issue-contingent model of ethical decision making by individuals in organizations. The distinguishing feature of the issue was identified as its moral intensity, which determines the moral imperative in the situation. In this study, we adapted three scenarios from the literature in order to examine the issue-contingent model. Findings, based on a student sample, suggest that (1) the perceived and actual dimensions of moral intensity often differed; (2) perceived moral intensity variables, in the aggregate, significantly affected an individual''s moral judgments; and (3) some dimensions of moral intensity (namely, perceived social consensus and perceived magnitude of consequences) mattered more than others.
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Mei-Fang Chen, Ching-Ti Pan & Ming-Chuan Pan (2009). The Joint Moderating Impact of Moral Intensity and Moral Judgment on Consumer's Use Intention of Pirated Software. Journal of Business Ethics 90 (3):361 - 373.
Jennifer Mencl & Douglas R. May (2009). The Effects of Proximity and Empathy on Ethical Decision-Making: An Exploratory Investigation. [REVIEW] Journal of Business Ethics 85 (2):201 - 226.
Christopher J. Robertson, Anna Lamin & Grigorios Livanis (2010). Stakeholder Perceptions of Offshoring and Outsourcing: The Role of Embedded Issues. [REVIEW] Journal of Business Ethics 95 (2):167 - 189.
Dawn R. Elm & Tara J. Radin (2012). Ethical Decision Making: Special or No Different? [REVIEW] Journal of Business Ethics 107 (3):313-329.
Kanika T. Bhal & Anubha Dadhich (2011). Impact of Ethical Leadership and Leader–Member Exchange on Whistle Blowing: The Moderating Impact of the Moral Intensity of the Issue. [REVIEW] Journal of Business Ethics 103 (3):485-496.
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