Ethical codes of conduct and organizational context: A study of the relationship between codes of conduct, employee behavior and organizational values [Book Review]
David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 30 (2):185 - 195 (2001)
Codes of ethics are being increasingly adopted in organizations worldwide, yet their effects on employee perceptions and behavior have not been thoroughly addressed. This study used a sample of 613 management accountants drawn from the United States to study the relationship between corporate and professional codes of ethics and employee attitudes and behaviors. The presence of corporate codes of ethics was associated with less perceived wrongdoing in organizations, but not with an increased propensity to report observed unethical behavior. Further, organizations that adopted formal codes of ethics exhibited value orientations that went beyond financial performance to include responsibility to the commonweal. In contrast to corporate codes of ethics, professional codes of ethical conduct had no influence on perceived wrongdoing in organization nor these codes affect the propensity to report observed unethical activities.
|Keywords||codes of ethics organizational values wrongdoing|
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Citations of this work BETA
Michael Davis (2007). Eighteen Rules for Writing a Code of Professional Ethics. Science and Engineering Ethics 13 (2):171-189.
Satish P. Deshpande (2009). A Study of Ethical Decision Making by Physicians and Nurses in Hospitals. Journal of Business Ethics 90 (3):387 - 397.
John G. Bruhn (2009). The Functionality of Gray Area Ethics in Organizations. Journal of Business Ethics 89 (2):205 - 214.
Nicole Andreoli & Joel Lefkowitz (2009). Individual and Organizational Antecedents of Misconduct in Organizations. Journal of Business Ethics 85 (3):309 - 332.
Jang B. Singh (2011). Determinants of the Effectiveness of Corporate Codes of Ethics: An Empirical Study. [REVIEW] Journal of Business Ethics 101 (3):385-395.
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