Perceptions of organizational ethicality: Do inflated perceptions of self lead to inflated perceptions of the organization? [Book Review]
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 42 (3):253 - 266 (2003)
Scholars have suggested that the tendency for an individual to perceive him- or herself as more ethical than others might influence the individual''s perceptions of his or her organization''s ethics. The purpose of this study is to consider if and/or when such a relationship exists. A thorough consideration of the nature of perceptions of relative ethicality suggests that a positive self-bias would negatively influence perceptions of organizational ethicality. The results of an empirical study involving working managers and employees of a hospital support that argument. Furthermore, the results indicate that organizational identification, perceived organizational cohesion, and an individual''s insulation also influence individual perceptions of relative organizational ethicality. The findings illuminate this particular phenomenon and further our understanding of the relationship between the individual and the organization, more generally.
|Keywords||ethical decision-making self-biases|
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Citations of this work BETA
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Jeffery A. Thompson & David W. Hart (2006). Psychological Contracts: A Nano-Level Perspective on Social Contract Theory. Journal of Business Ethics 68 (3):229-241.
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