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Purchasing Agents’ Deceptive Behavior: A Randomized Response Technique Study
Business Ethics Quarterly 11 (3):455-479 (2001)
Abstract
Abstract:The randomized response technique (RRT) is used to study the deceptive behavior of purchasing agents. We test the proposition that purchasing agents’ perceptions of organizational expectations influence their behavior. Results indicate that perceived pressure to perform and ethical ambiguity on the part of the firm are correlated with purchasing agents’ unethical behavior, in the form of acknowledged deception of suppliers.My notes
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Citations of this work
Ethical and Unethical Leadership: Exploring New Avenues for Future Research.Michael E. Brown & Marie S. Mitchell - 2010 - Business Ethics Quarterly 20 (4):583-616.
When organizations are too good: Applying Aristotle's doctrine of the mean to the corporate ethical virtues model.Muel Kaptein - 2017 - Business Ethics: A European Review 26 (3):300-311.
Do Ethical Leaders Get Ahead? Exploring Ethical Leadership and Promotability.Michael E. Brown - 2010 - Business Ethics Quarterly 20 (2):215-236.
Ethical Sourcing: An Analysis of the Literature and Implications for Future Research.Seongtae Kim, Claudia Colicchia & David Menachof - 2018 - Journal of Business Ethics 152 (4):1033-1052.
The Dark Side of Buyer Power: Supplier Exploitation and the Role of Ethical Climates.Martin C. Schleper, Constantin Blome & David A. Wuttke - 2017 - Journal of Business Ethics 140 (1):97-114.
References found in this work
Belief, Attitude, Intention, and Behavior: An Introduction to Theory and Research.Martin Fishbein & Icek Ajzen - 1977 - Philosophy and Rhetoric 10 (2):130-132.
The social desirability response bias in ethics research.Donna M. Randall & Maria F. Fernandes - 1991 - Journal of Business Ethics 10 (11):805 - 817.
The influence of stated organizational concern upon ethical decision making.Gene R. Laczniak & Edward J. Inderrieden - 1987 - Journal of Business Ethics 6 (4):297 - 307.
Corporate codes of ethics: Purpose, process and content issues.Gary R. Weaver - 1993 - Business and Society 32 (1):44-58.
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