David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 15 (11):1175 - 1187 (1996)
This paper studies how salespeople make ethical decisions. For this purpose a structural model has been developed which configures how the organization's environment, the organizations's climate, and personality traits affect ethical decision making. Internal communication and the choice of a control system especially affect ethical decision making. Internal communication also affects the attraction of salespeople with unethical personality traits (Machiavellism), while the control system affects the ethical climate. Ethical climate and salespeople's personality traits also affect the ethical decision making. In fact the study shows that ethical decision making can be influenced by management.
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Citations of this work BETA
Vykinta Kligyte, Richard T. Marcy, Ethan P. Waples, Sydney T. Sevier, Elaine S. Godfrey, Michael D. Mumford & Dean F. Hougen (2008). Application of a Sensemaking Approach to Ethics Training in the Physical Sciences and Engineering. Science and Engineering Ethics 14 (2):251-278.
Yuhyung Shin (2012). CEO Ethical Leadership, Ethical Climate, Climate Strength, and Collective Organizational Citizenship Behavior. Journal of Business Ethics 108 (3):299-312.
Nan Young Kim & Graham Miller (2008). Perceptions of the Ethical Climate in the Korean Tourism Industry. Journal of Business Ethics 82 (4):941 - 954.
Valerie Rosenblatt (2012). Hierarchies, Power Inequalities, and Organizational Corruption. Journal of Business Ethics 111 (2):237-251.
Zhanna Bagdasarov, Chase E. Thiel, James F. Johnson, Shane Connelly, Lauren N. Harkrider, Lynn D. Devenport & Michael D. Mumford (2013). Case-Based Ethics Instruction: The Influence of Contextual and Individual Factors in Case Content on Ethical Decision-Making. Science and Engineering Ethics 19 (3):1305-1322.
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