David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Ezio Di Nucci
Jack Alan Reynolds
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Journal of Business Ethics 28 (1):35 - 42 (2000)
We define ethical system infrastructure as being composed of three major factors – means, motivation, and opportunity. Means are defined as organizational rules, policies, and procedures. Motivation focuses upon the values and the interests being pursued by the position occupant and the organizational value system, while opportunity is discussed in terms of the environment in which the dilemma occurs, proposing that position in the hierarchy presents its own unique set of ethical dilemmas. Ethical breeches are discussed in terms of the interactional processes among means, motivation, and opportunity. Finally, a sequential process is suggested to use the infrastructural components to institutionalize organizational ethics training and subsequent behavior.
|Keywords||ethical dilemmas ethical systems training on ethics|
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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.
Sean Valentine & Gary Fleischman (2004). Ethics Training and Businesspersons' Perceptions of Organizational Ethics. Journal of Business Ethics 52 (4):381 - 390.
Avshalom M. Adam & Dalia Rachman-moore (2004). The Methods Used to Implement an Ethical Code of Conduct and Employee Attitudes. Journal of Business Ethics 54 (3):225 - 244.
Sean Valentine & Gary Fleischman (2004). Ethics Training and Businesspersons? Perceptions of Organizational Ethics. Journal of Business Ethics 52 (4):391-400.
Avshalom M. Adam & Dalia Rachman-Moore (2004). The Methods Used to Implement an Ethical Code of Conduct and Employee Attitudes. Journal of Business Ethics 54 (3):223-242.
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