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 11 (4):651-671 (2001)
Organizational justice and injustice are widely noted influences on employees' ethical behavior. Corporate ethics programs alsoraise issues of justice; organizations that fail to "follow-through" on their ethics policies may be perceived as violating employees' expectations of procedural and retributive justice. In this empirical study of four large corporations, we considered employees' perceptions of general organizational justice, and their perceptions of ethics program follow-through, in relation to unethical behavior that harms the organization, and to employees' willingness to help the organization by reporting ethical problems and issues to management. Results show that when employees perceive general organizational justice and ethics program follow-through, there is less unethical behavior and greater willingness to report problems. General justice and ethics program follow-through also interact with each other, showing that the impact of ethics initiatives is influenced by the organizational context
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Citations of this work BETA
Jane Collier & Rafael Esteban (2007). Corporate Social Responsibility and Employee Commitment. Business Ethics 16 (1):19–33.
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.
Yan Liu, Shuming Zhao, Li Jiang & Rui Li (forthcoming). When Does a Proactive Personality Enhance an Employee’s Whistle-Blowing Intention?: A Cross-Level Investigation of the Employees in Chinese Companies. Ethics and Behavior:1-18.
Linda Klebe Treviño, Gary R. Weaver & Michael E. Brown (2008). It’s Lovely at the Top: Hierarchical Levels, Identities, and Perceptions of Organizational Ethics. Business Ethics Quarterly 18 (2):233-252.
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