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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Citations of this work BETA
Meral Elçi & Lütfihak Alpkan (2009). The Impact of Perceived Organizational Ethical Climate on Work Satisfaction. Journal of Business Ethics 84 (3):297 - 311.
Jonathan Lowell (2012). Managers and Moral Dissonance: Self Justification as a Big Threat to Ethical Management? [REVIEW] Journal of Business Ethics 105 (1):17-25.
Noel Y. M. Siu & Kit-Chun Joanna Lam (2009). A Comparative Study of Ethical Perceptions of Managers and Non–Managers. Journal of Business Ethics 88 (1):167 - 183.
Sean Valentine, Lynn Godkin & Philip E. Varca (2010). Role Conflict, Mindfulness, and Organizational Ethics in an Education-Based Healthcare Institution. Journal of Business Ethics 94 (3):455 - 469.
Johan Graafland, Muel Kaptein & Corrie Mazereeuw-van der Duijn Schouten (2006). Business Dilemmas and Religious Belief: An Explorative Study Among Dutch Executives. [REVIEW] Journal of Business Ethics 66 (1):53 - 70.
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