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  1. Linda Klebe Trevino & Gary R. Weaver (forthcoming). Business ETHICS/BUSINESS Ethics: One Field or Two? Business Ethics Quarterly.
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  2. Linda Klebe Treviño & Gary R. Weaver (2010). Advances in Research on Punishment in Organizations: Descriptive and Normative Perspectives. In Marshall Schminke (ed.), Managerial Ethics: Managing the Psychology of Morality. Routledge.
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  3. 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.
    Senior managers are important to the successful management of ethics in organizations. Therefore, their perceptions of organizational ethics are important. In this study, we propose that senior managers are likely to have a more positive perception of organizational ethics than lower level employees do largely because of their managerial role and their corresponding identification with the organization and need to protect the organization’s image as well as their own identity. Bycontrast, lower level employees are more likely to be cynical about (...)
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  4. Gary R. Weaver (2001). Ethics Programs in Global Businesses: Culture's Role in Managing Ethics. [REVIEW] Journal of Business Ethics 30 (1):3 - 15.
    Even if there were widespread cross-cultural agreement on the normative issues of business ethics, corporate ethics management initiatives (e.g., codes of conduct, ethics telephone lines, ethics offices) which are appropriate in one cultural setting still could fail to mesh with the management practices and cultural characteristics of a different setting. By uncritically adopting widely promoted American practices for managing corporate ethics, multinational businesses risk failure in pursuing the ostensible goals of corporate ethics initiatives. Pursuing shared ethical goals by means of (...)
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  5. Gary R. Weaver (2001). Organizational Justice and Ethics Program “Follow-Through”. Business Ethics Quarterly 11 (4):651-671.
    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 (...)
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  6. Gary R. Weaver, Linda Klebe Treviño & Philip L. Cochran (1999). Corporate Ethics Practices in the Mid-1990's: An Empirical Study of the Fortune 1000. [REVIEW] Journal of Business Ethics 18 (3):283 - 294.
    This empirical study of Fortune 1000 firms assesses the degree to which those firms have adopted various practices associated with corporate ethics programs. The study examines the following aspects of formalized corporate ethics activity: ethics-oriented policy statements; formalization of management responsibilities for ethics; free-standing ethics offices; ethics and compliance telephone reporting/advice systems; top management and departmental involvement in ethics activities; usage of ethics training and other ethics awareness activities; investigatory functions; and evaluation of ethics program activities. Results show a high (...)
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  7. Linda Klebe Treviño & Gary R. Weaver (1998). Punishment in Organizations; Descriptive and Normative Perspectives. In Marshall Schminke (ed.), Managerial Ethics: Moral Management of People and Processes. Lawrence Erlbaum Assocs..
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  8. Gary R. Weaver (1995). Does Ethics Code Design Matter? Effects of Ethics Code Rationales and Sanctions on Recipients' Justice Perceptions and Content Recall. Journal of Business Ethics 14 (5):367 - 385.
    Prior research on ethics codes has suggested, but rarely tested, the effects of code design alternatives on the impact of codes. This study considers whether the presence of explanatory rationales and descriptions of sanctions in ethics codes affects recipients'' responses to a code. Theories of organizational justice and persuasive communication support an expectation that rationales and sanctions will be positively related to code recipients'' recall of code content and perceptions of organizational justice. Content recall is an obvious precondition of code (...)
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  9. Gary R. Weaver (1994). Business ETHICS/BUSINESS Ethics. Business Ethics Quarterly 4 (2):113-128.
    This paper delineates the normative and empirical approaches to business ethics based upon five categories: 1) academic horne; 2) language; 3) underlying assumptions; 4) theory purpose and scope; 5) theory grounds and evaluation criteria. The goal of the discussion is to increase understanding of the distinctive contributions of each approach and to encourage further dialogue about the potential for integration of the field.
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  10. Gary R. Weaver (1993). Corporate Codes of Ethics: Purpose, Process and Content Issues. Business and Society 32 (1):44-58.
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  11. Gary R. Weaver (1990). Liberalism, Conservativisrn and Spontaneous Social Orders. Social Philosophy Today 3:411-424.
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  12. Gary R. Weaver (1988). The Limits of Concept Formation in Natural Science. Review of Metaphysics 42 (1):167-168.
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  13. Gary R. Weaver (1988). Unasked Questions: Presenting Artificial Intelligence to the Masses. Acm Sigcas Computers and Society 18 (4):14-16.
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  14. Gary R. Weaver (1986). Sociobiology and the Preemption of Social Sciences. Review of Metaphysics 40 (1):138-140.
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