David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 90 (4):577 - 591 (2009)
Without complete and accurate status information, a project manager’s ability to monitor progress, allocate resources effectively, and detect and respond to problems is greatly diminished, and this can lead to impaired project performance. Many different factors can contribute to intentional misreporting of status information by project members to the project manager. In this study, the impact of organizational ethical climate was assessed through the analysis of responses from 228 project members drawn from a variety of ongoing information systems projects. Our results revealed that project members who perceived their organization to be one in which rules are followed strictly tended to misreport less, while those operating in an environment dominated by personal self-interest tended to misreport more. Somewhat surprisingly, the existence of a caring, team-spirited environment did not appear to have an impact on misreporting behaviors. Implications for researchers and project managers are discussed.
|Keywords||project management misreporting ethical climate|
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References found in this work BETA
David J. Fritzsche (2000). Ethical Climates and the Ethical Dimension of Decision Making. Journal of Business Ethics 24 (2):125 - 140.
Cynthia P. Ruppel & Susan J. Harrington (2000). The Relationship of Communication, Ethical Work Climate, and Trust to Commitment and Innovation. Journal of Business Ethics 25 (4):313 - 328.
Yoav Vardi (2001). The Effects of Organizational and Ethical Climates on Misconduct at Work. Journal of Business Ethics 29 (4):325 - 337.
James C. Wimbush & Jon M. Shepard (1994). Toward an Understanding of Ethical Climate: Its Relationship to Ethical Behavior and Supervisory Influence. [REVIEW] Journal of Business Ethics 13 (8):637 - 647.
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