David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Business Ethics Quarterly 3 (4):419-436 (1993)
Grounded upon the late 1970s phrase "institutionalizing ethics into business," I present a multi-component model and research agenda to enhance our understanding of organizations' efforts to integrate ethics into the daily decision-making process of employees. Three research foci are emphasized: (I) the need to establish consistent categorical frameworks to describe business organizations' efforts in the field, (2) the study of the interrelationships between the various components presented in the model, and (3) the exploration of the linkage between organizational efforts to institutionalize ethics and ethical employee behavior. Research and organizational implications evolving from these research foci are discussed
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Patrick Maclagan (2007). Hierarchical Control or Individuals' Moral Autonomy? Addressing a Fundamental Tension in the Management of Business Ethics. Business Ethics 16 (1):48–61.
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Cristina Diaz, Job Rodrigo, Ricardo Martinez & Pablo Ruiz (2015). Level of Coherence Among Ethics Program Components and Its Impact on Ethical Intent. Journal of Business Ethics 128 (4):725-742.
Nicolas S. Majluf & Carolina M. Navarrete (2011). A Two-Component Compliance and Ethics Program Model: An Empirical Application to Chilean Corporations. [REVIEW] Journal of Business Ethics 100 (4):567 - 579.
Chris Mason & John Simmons (2013). Giving as Good as They Get? Organization and Employee Expectations of Ethical Business Practice. Business and Society Review 118 (1):47-70.
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