David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 15 (10):1065 - 1069 (1996)
A survey of middle level managers in India (n=150) showed that when respondents perceived that successful managers in their organization behaved unethically their levels of job satisfaction were reduced. Reduction in satisfaction with the facet of supervision was the most pronounced (than with pay or promotion or co-worker or work). Results are interpreted within the framework of cognitive dissonance theory. Implications for ethics training programs (behavioral and cognitive) as well as international management are discussed.
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References found in this work BETA
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Citations of this work BETA
Sean Valentine, Lynn Godkin, Gary M. Fleischman & Roland Kidwell (2011). Corporate Ethical Values, Group Creativity, Job Satisfaction and Turnover Intention: The Impact of Work Context on Work Response. [REVIEW] Journal of Business Ethics 98 (3):353 - 372.
Anne L. Davis & Hannah R. Rothstein (2006). The Effects of the Perceived Behavioral Integrity of Managers on Employee Attitudes: A Meta-Analysis. [REVIEW] Journal of Business Ethics 67 (4):407 - 419.
Meral Elçi & Lütfihak Alpkan (2009). The Impact of Perceived Organizational Ethical Climate on Work Satisfaction. Journal of Business Ethics 84 (3):297 - 311.
Ming-Tien Tsai & Chun-Chen Huang (2008). The Relationship Among Ethical Climate Types, Facets of Job Satisfaction, and the Three Components of Organizational Commitment: A Study of Nurses in Taiwan. [REVIEW] Journal of Business Ethics 80 (3):565 - 581.
Sean Valentine, Seong-Hyun Nam, David Hollingworth & Callie Hall (2014). Ethical Context and Ethical Decision Making: Examination of an Alternative Statistical Approach for Identifying Variable Relationships. Journal of Business Ethics 124 (3):509-526.
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