David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Ezio Di Nucci
Jonathan Jenkins Ichikawa
Jack Alan Reynolds
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Business Ethics Quarterly 18 (2):233-252 (2008)
Senior managers are important to the successful management of ethics in organizations. Therefore, their perceptions of organizational ethics are important. In this study, we propose that senior managers are likely to have a more positive perception of organizational ethics than lower level employees do largely because of their managerial role and their corresponding identification with the organization and need to protect the organization’s image as well as their own identity. Bycontrast, lower level employees are more likely to be cynical about the organization’s ethics. In order to compare senior managers’ and lower level employees’ perceptions of ethics in the organization, we surveyed randomly selected senior managers and lower level employees in three firms. We found that perceptions of ethics in the organization differed predictably across levels, with senior managers’ perceptions being significantly more positive and lower level employees’ perceptions being more negative. Implications for practice and research are discussed
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Robert S. Rubin, Erich C. Dierdorff & Michael E. Brown (2010). Do Ethical Leaders Get Ahead? Business Ethics Quarterly 20 (2):215-236.
James Weber (2010). Assessing the “Tone at the Top”: The Moral Reasoning of Ceos in the Automobile Industry. [REVIEW] Journal of Business Ethics 92 (2):167 - 182.
Danielle E. Warren, Joseph P. Gaspar & William S. Laufer (2014). Is Formal Ethics Training Merely Cosmetic? A Study of Ethics Training and Ethical Organizational Culture. Business Ethics Quarterly 24 (1):85-117.
Kathy Lund Dean, Jeri Mullins Beggs & Timothy P. Keane (2010). Mid-Level Managers, Organizational Context, and (Un)Ethical Encounters. Journal of Business Ethics 97 (1):51–69.
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