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  1. David M. Messick (2009). What Can Psychology Tell Us About Business Ethics? Journal of Business Ethics 89 (1):73 - 80.
    Insights from contemporary psychology can illuminate the common psychological processes that facilitate unethical decision making. I will illustrate several of these processes and describe steps that may be taken to reduce or eliminate the undesirable consequences of these processes. A generic problem with these processes is that they are totally invisible to decision makers – i. e., decision makers are convinced that their decisions are ethically and managerially sound.
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  2. David M. Messick (2005). Commentary : Conflict of Interest as a Threat to Consequentialist Reasoning. In Don A. Moore (ed.), Conflicts of Interest: Challenges and Solutions in Business, Law, Medicine, and Public Policy. Cambridge University Press. 284.
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  3. David M. Messick (2005). Northwestern University. In Don A. Moore (ed.), Conflicts of Interest: Challenges and Solutions in Business, Law, Medicine, and Public Policy. Cambridge University Press. 284.
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  4. David M. Messick (2004). Human Nature and Business Ethics. The Ruffin Series of the Society for Business Ethics 2004:129-133.
    While there seems to be little controversy about whether there is a biological or evolutionary basis for human morality, in business and other endeavors, there is considerable controversy about the nature of this basis and the proper populations in which to study this foundation. Moreover, I suggest, the most fundamental element of this basis may be the tendency of humans and other species to experience the world in evaluative terms.
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  5. David M. Messick (1998). On the Power of a Clear Definition of Rationality. Business Ethics Quarterly 8 (3):477-480.
    In this paper, we argue that the use of the term “rationality” in Judgment in Managerial Decision Making (JMDM) is extremely useful,and creates a useful dialogue between philosophical and psychological perspectives of ethics and morality. We conclude that whilebehavioral decision research can gain important insights by more fully including philosophical discussions of rationality, both intellectual communities should be clear in their definitions, provide falsifiable predictions, and offer insights that can be tested empirically. We believe that these are important contributions of (...)
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  6. David M. Messick (1998). Social Categories and Business Ethics. The Ruffin Series of the Society for Business Ethics 1998:149-172.
    In this article, I want to draw attention to one strand ofthe complex web of processes that are involved when people group others, including themselves, into social categories. I will focus on the tendency to treat members of one's own group more favorably than nonmembers, a tendency that has been called ingroup favoritism. The structure of the article has three parts. First I will offer anevolutionary argument as to why ingroup favoritism, or something very much like it, is required by (...)
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  7. David M. Messick (1996). Why Ethics is Not the Only Thing That Matters. Business Ethics Quarterly 6 (2):223-226.
    Ethics surely matters to people, but to ignore the fact that other things matter as weIl is to oversimplify human motivation and behavior. Human action is often the ungainly resolution of conflicts between ethical and egotistical impulses, and the challenge for moral psychology is to understand these conflicts and their resolution.
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  8. David M. Messick & Francis T. Campos (1972). Training and Conservatism in Subjective Probability Revision. Journal of Experimental Psychology 94 (3):335.
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  9. David M. Messick (1968). Choice Behavior as a Function of Expected Payoff. Journal of Experimental Psychology 76 (4p1):544.
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  10. David M. Messick & Amnon Rapaport (1965). Expected Value and Response Uncertainty in Multiple-Choice Decision Behavior. Journal of Experimental Psychology 70 (2):224.
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  11. David M. Messick & Amnon Rapoport (1965). A Comparison of Two Payoff Functions on Multiple-Choice Decision Behavior. Journal of Experimental Psychology 69 (1):75.
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