David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Ezio Di Nucci
Jack Alan Reynolds
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Journal of Business Ethics 82 (2):477 - 495 (2008)
Despite a strong sensitization to the corruption problem and a large body of interdisciplinary research, scientists have only rarely investigated which motivational, volitional, emotional, and cognitive components make decision makers in companies act corruptly. Thus, we examined how their interrelation leads to corruption by proposing an action model. We tested the model using a business simulation game with students as participants. Results of the PLS structural equation modeling showed that both an attitude and subjective norm favoring corruption led to a desire to act corruptly. Given high perceived behavioral control, this desire was transformed into an intention that finally resulted in corrupt action. Components related to general private and professional goals did not allow for any prediction. Based on these results, we discuss preventative measures and methods for combating intra- and inter-organizational corruption
|Keywords||action model business ethics corrupt actor corruption in organizations corruption prevention and counter measures|
|Categories||categorize this paper)|
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Citations of this work BETA
Jana L. Craft (2013). A Review of the Empirical Ethical Decision-Making Literature: 2004–2011. [REVIEW] Journal of Business Ethics 117 (2):221-259.
Tanja Rabl (2011). The Impact of Situational Influences on Corruption in Organizations. Journal of Business Ethics 100 (1):85 - 101.
Nitish Singh, Yung-Hwal Park & Kevin Lehnert (2015). Research Note and Review of the Empirical Ethical Decision-Making Literature: Boundary Conditions and Extensions. Journal of Business Ethics 129 (1):195-219.
M. Pecujlija, I. Cosic, L. Nesic-Grubic & S. Drobnjak (2015). Corruption: Engineers Are Victims, Perpetrators or Both? Science and Engineering Ethics 21 (4):907-923.
Jamie-Lee Campbell & Anja S. Göritz (2013). Culture Corrupts! A Qualitative Study of Organizational Culture in Corrupt Organizations. Journal of Business Ethics 120 (3):1-21.
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