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James Weber [46]James E. Weber [4]James R. Weber [2]
  1. James Weber (forthcoming). Investigating and Assessing the Quality of Employee Ethics Training Programs Among US-Based Global Organizations. Journal of Business Ethics.
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  2. James Weber (forthcoming). Institutionalizing Ethics Into Business Organizations: A Model and Research Agenda. Business Ethics Quarterly.
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  3. James Weber (forthcoming). Welcoming Another CMD Instrument--The MES: But Don't Throw Out the MJI or DIT Just Yet! Commentary on" The Empirical Performance of Cognitive Moral Development in Predicting Behavioral Intent"(DP Robin, G. Gordon, C. Jordan, & RE Reidenbach). Business Ethics Quarterly.
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  4. James Weber, Sharon Green & Jeffrey Gladstone (forthcoming). Responding to the Call: Changes in Graduate Management Curriculum's Attention to Social and Environmental Issues. Teaching Ethics.
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  5. Denis Collins, James Weber & Rebecca Zambrano (2013). Teaching Business Ethics Online: Perspectives on Course Design, Delivery, Student Engagement, and Assessment. [REVIEW] Journal of Business Ethics:1-17.
    The number of online courses in business schools is growing dramatically, but little has been published about teaching business ethics courses online. This article addresses key pedagogical design, delivery, student engagement, and assessment issues that should be considered when creating a high-quality, asynchronous online business ethics course for either undergraduate or graduate business student populations. Best practices are discussed within an integrative case study approach based on the experiences of a director of online faculty development and two accomplished online business (...)
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  6. James Weber, Sharon Green & Jeffrey Gladstone (2013). Responding to the Call. Teaching Ethics 13 (2):137-157.
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  7. James Weber & David M. Wasieleski (2013). Corporate Ethics and Compliance Programs: A Report, Analysis and Critique. [REVIEW] Journal of Business Ethics 112 (4):609-626.
    This research reports on the current state of ethics and compliance programs among business organizations in the United States. Members of the Ethics and Compliance Officers Association (ECOA), the premier professional association for managers working in this field, were asked to provide in-depth responses to a series of questions covering various elements of their corporate ethics and compliance programs. The findings from this analysis indicate that ethics and compliance programs have multiple components that are implemented developmentally, are influenced by regulatory (...)
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  8. James Weber (2012). Blind Spots. Journal of Business Ethics Education 8 (1):400-402.
  9. James Weber & John Wargofchik (2012). The Institutionalization of Sustainability in Business Organizations. Proceedings of the International Association for Business and Society 23:122-132.
    This paper explores the research question: Do all businesses institutionalize sustainability into their organizations in the same way, in the same sequence or to the same degree? Utilizing a grounded theory approach, a developmental, multi-stage and multi-dimensional model is constructed to better describe how sustainability is institutionalized in the business organization.
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  10. James Weber & Virginia W. Gerde (2011). Organizational Role and Environmental Uncertainty as Influences on Ethical Work Climate in Military Units. Journal of Business Ethics 100 (4):595 - 612.
    In addition to a person's character and training, the organization's ethical work climate (EWC) can assess how the organization influences an individual's ethical decision-making process by examining the individuals' perception of "what is the right thing to do" in a particular organizational environment. Relatively little research has explored which EWCs dominate military units and the impact of organizational role and environmental uncertainty on individuals in the military and their ethical decision making. In this study, we examined the predominant EWCs among (...)
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  11. James Weber (2010). Assessing the “Tone at the Top”: The Moral Reasoning of Ceos in the Automobile Industry. [REVIEW] Journal of Business Ethics 92 (2):167 - 182.
    Relying on an expanded view of leadership and the moral reasoning framework developed by Lawrence Kohlberg (1981), this study explores the moral reasoning of the chief executive officers at the 11 largest automobile manufacturers in the world. Using the CEO's letter to their stakeholders found in the organizations' annual social responsibility reports, the CEOs' moral reasoning is compared to other managers' moral reasoning, and the moral reasoning exhibited within the CEO group is analyzed for differences due to regional location. Contrary (...)
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  12. James Weber (2010). Best Practices for Designing Effective Ethics Programmes. Journal of Business Ethics Education 7:275-277.
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  13. James Weber (2010). John Medina's Brain Rules. Journal of Business Ethics Education 7:279-281.
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  14. James Weber & Elaine McGivern (2010). A New Methodological Approach for Studying Moral Reasoning Among Managers in Business Settings. Journal of Business Ethics 92 (1):149 - 166.
    The introduction and validation of a new instrument, The Moral Reasoning Inventory, designed to measure an individuals' moral reasoning (MR) in response to two moral dilemmas within a business setting is the subject of this article. The instrument consists of two moral dilemma scenarios with eight MR statements. Two measurement scales were used for analyzing patterns of individual responses: the strength of belief in the reasons and the importance of those reasons for resolving the dilemma. Managers enrolled in a part-time (...)
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  15. James Weber & Gordon Rands (2010). How to Make the Many Organizations in Our Lives More Sustainable. Proceedings of the International Association for Business and Society 21:139-144.
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  16. David M. Wasieleski & James Weber (2009). Does Job Function Influence Ethical Reasoning? An Adapted Wason Task Application. Journal of Business Ethics 85 (1):187 - 199.
    A review of extent business ethics research uncovered well over 200 published articles that investigated the role of job functions within a business organization as an explanatory factor of ethical or unethical behavior. While an important body of work, ethical breaches are often found to cut across job functions and involve multiple disciplines embedded in a business organization. This research seeks to explore a crossfunctional explanation for ethical reasoning by using an instrument new to business ethics research, the Wason selection (...)
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  17. James Weber (2009). Using Exemplary Business Practices to Identify Buddhist and Confucian Ethical Value Systems1. Business and Society Review 114 (4):511-540.
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  18. Joseph DesJardins, Lori Ryan & James Weber (2006). Overarching Goals of Teaching Business Ethics. Journal of Business Ethics Education 3:83-109.
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  19. Jennifer J. Griffin & James Weber (2006). Industry Social Analysis Examining the Beer Industry. Business and Society 45 (4):413-440.
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  20. Elaine McGivern & James Weber (2006). Studying Moral Reasoning in Business Settings. Proceedings of the International Association for Business and Society 17:18-23.
    A new instrument, The Moral Reasoning Inventory, designed to measure moral reasoning responses to moral dilemmas within a business setting is the subject of this paper. The instrument consists of two moral dilemma scenarios with eight moral reasoning statements. Two measurement scales were used for rating responses on the strength of belief in the reasons and the importance of the reasons for resolving the dilemma. Data analysis clearly supported theeffectiveness of the instrument to differentiate patterns of consistency in moral reasoning (...)
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  21. Mark S. Schwartz & James Weber (2006). A Business Ethics National Index (BENI) Measuring Business Ethics Activity Around the World. Business and Society 45 (3):382-405.
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  22. Bradley J. Sleeper, Kenneth C. Schneider, Paula S. Weber & James E. Weber (2006). Scale and Study of Student Attitudes Toward Business Education's Role in Addressing Social Issues. Journal of Business Ethics 68 (4):381 - 391.
    Corporations and investors are responding to recent major ethical scandals with increased attention to the social impacts of business operations. In turn, business colleges and their international accrediting body are increasing their efforts to make students more aware of the social context of corporate activity. Business education literature lacks data on student attitudes toward such education. This study found that post-scandal business students, particularly women, are indeed interested in it. Their interest is positively related to their past donation, volunteerism, and (...)
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  23. James Weber (2006). Implementing an Organizational Ethics Program in an Academic Environment: The Challenges and Opportunities for the Duquesne University Schools of Business. [REVIEW] Journal of Business Ethics 65 (1):23 - 42.
    This paper acknowledges the paucity of attention regarding the development of ethics programs within an academic environment and describes in a case study how the Duquesne University schools of business attempted to introduce, integrate and promote its own ethics program. The paper traces the business school’s attention to mission statements, curriculum development, ethics policy, program oversight and outcome assessment. Lessons learned are offered as suggestions for others seeking to develop and implement an ethics program in their school.
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  24. Steve Payne, James Weber & Jamie R. Hendry (2005). An Interactive Workshop on the Assessment of Ethics Learning. Proceedings of the International Association for Business and Society 16:376-378.
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  25. James Weber & Dana Fortun (2005). Ethics and Compliance Officer Profile: Survey, Comparison, and Recommendations. Business and Society Review 110 (2):97-115.
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  26. James Weber & Jennifer J. Griffin (2005). Industry Social Standings. Proceedings of the International Association for Business and Society 16:190-195.
    Based on Davenport’s (1998) social audit, we examined six firms’ corporate social responsibility activities within the beer industry in an effort to identify and compare these firms’ industry social standing. The results have implications in our understanding and assessment of corporate citizenship practices both within and across business industry groups.
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  27. James Weber (2004). Special Issue: "Business Ethics in a Global Economy". Business Ethics Quarterly 14:695-711.
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  28. Paula S. Weber, James E. Weber, Bradley R. Sleeper & Ken L. Schneider (2004). Self-Efficacy Toward Service, Civic Participation and the Business Student: Scale Development and Validation. [REVIEW] Journal of Business Ethics 49 (4):359-369.
    This paper presents the development andvalidation of new measurement tools to exploreself-efficacy toward service and toward civicparticipation. We developed and administereda survey to 851 students in an AACSB-accreditedcollege of business at a comprehensive publicuniversity located in the Midwest. Traditionalscale development methodologies plusconfirmatory factor analysis and simultaneousfactor analysis in several populations wereused to analyze both a primary sample and aholdback sample. Results strongly support thevalidity and reliability of the surveyinstrument. Future use for the instrumentincludes verification of the effectiveness ofpedagogies designed to (...)
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  29. Stephen E. Rau & James Weber (2003). Can the Repeated Prisoner's Dilemma Game Be Used as a Tool to Enhance Moral Reasoning? Teaching Business Ethics 7 (4):395-416.
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  30. James Weber, Lance B. Kurke & David W. Pentico (2003). Why Do Employees Steal? Assessing Differences in Ethical and Unethical Employee Behavior Using Ethical Work Climates. Business and Society 42 (3):359-380.
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  31. A. Graham Peace, James Weber, Kathleen S. Hartzel & Jennifer Nightingale (2002). Ethical Issues in eBusiness: A Proposal for Creating the eBusiness Principles. Business and Society Review 107 (1):41-60.
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  32. James Weber & Julie E. Seger (2002). Influences Upon Organizational Ethical Subclimates: A Replication Study of a Single Firm at Two Points in Time. [REVIEW] Journal of Business Ethics 41 (1-2):69 - 84.
    This research replicates Weber's 1995 study of a large financial services firm that found that ethical subclimates exist within multi-departmental organizations, are influenced by the function of the department and the stakeholders served, and are relatively stable over time. Relying upon theoretical models developed by Thompson (1967) and Victor and Cullen (1998), hypotheses are developed that predict the ethical subclimate decision-making dimensions and type for diverse departments within a large steel manufacturing firm and that these ethical subclimate types will be (...)
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  33. James R. Weber & Charlotte Schell Word (2001). The Communication Process as Evaluative Context: What Do Nonscientists Hear When Scientists Speak? Bioscience 51 (6):487.
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  34. James R. Weber & Charlotte Schell Word (2001). The Communication Process as Evaluative Context: What Do Nonscientists Hear When Scientists Speak? Scientists and Nonscientists Benefit by Recognizing That Attempts at Mutual Influence, Multiple Frames of Reference, and “Objective” Information in Science Communication Are Not Neutral but Evaluated with Other Social Influences. Bioscience 51 (6):487-495.
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  35. James Weber & David Wasieleski (2001). Investigating Influences on Managers' Moral Reasoning The Impact of Context and Personal and Organizational Factors. Business and Society 40 (1):79-110.
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  36. William C. Frederick, David Wasieleski & James Weber (2000). Values, Ethics, and Moral Reasoning Among Healthcare Professionals: A Survey. [REVIEW] HEC Forum 12 (2):124-140.
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  37. James Weber & Stephanie M. Glyptis (2000). Measuring the Impact of a Business Ethics Course and Community Service Experience on Students' Values and Opinions. Teaching Business Ethics 4 (4):341-358.
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  38. Gregory Luke Larkin, James E. Weber & Arthur R. Derse (1999). Universal Emergency Access Under Managed Care: Universal Doubt or Mission Impossible? Cambridge Quarterly of Healthcare Ethics 8 (02):213-225.
    Appropriate concerns about cost and unequal access to healthcare have resulted in the creation of powerful managed networks seeking to share the risks of high healthcare costs among plans, providers, and patients. Much to their credit, these managed networks have slowed the rise in healthcare spending by as much as 44% in markets with high HMO penetration. However, whether these savings will materially improve access and quality remains to be seen.
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  39. Kelly Strong & James Weber (1998). The Myth of the Trusting Culture A Global, Empirical Assessment. Business and Society 37 (2):157-183.
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  40. James Weber & Janet Gillespie (1998). Differences in Ethical Beliefs, Intentions, and Behaviors The Role of Beliefs and Intentions in Ethics Research Revisited. Business and Society 37 (4):447-467.
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  41. Sharon Green & James Weber (1997). Influencing Ethical Development: Exposing Students to the AICPA Code of Conduct. [REVIEW] Journal of Business Ethics 16 (8):777-790.
    Although the AICPA Code of Professional Conduct emphasizes the importance of education in ethics, very little is known about how and when the Code and the topic of ethics can be presented to enhance the effectiveness of ethics-oriented education. The purpose of this research was to provide preliminary evidence about the ethical development of students prior to, and immediately following, such courses. We found that: (1) accounting students, after taking an auditing course which emphasized the AICPA Code, reasoned at higher (...)
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  42. James Weber (1996). Welcoming Another CMD Instrument—The MES. Business Ethics Quarterly 6 (4):517-522.
    This review offers a cautious acceptance ofthe Multidimensional Ethics Scale (MES) developed by Robin, Gordon, Jordan and Reiden-bach. While the contribution of the MES to future empirical research of individuals’ moral reasoning is welcomed, a number of reservations or criticisms are raised regarding theory confusion, instrument confusion, and fears arising when using the MES. I conclude that the MES is a valuable compliment to existing moral reasoning instruments - the Moral Judgment Interview and the Defining Issues Test - but not (...)
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  43. James Weber (1995). Ethics Education. Business Ethics Quarterly 5 (4):895-898.
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  44. Dawn R. Elm & James Weber (1994). Measuring Moral Judgment: The Moral Judgment Interview or the Defining Issues Test? [REVIEW] Journal of Business Ethics 13 (5):341 - 355.
    This paper compares and contrasts two distinct techniques for measuring moral judgment: The Moral Judgment Interview and the Defining Issues Test. The theoretical foundations, accompanying advantages and limitations, as well as appropriate usage of these methodologies are discussed. Adaptation and use of the instruments for business ethics research is given special attention.
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  45. Kelly C. Strong & James Weber (1994). Embedded Cultural Values and International Transaction Cost Advantages. International Journal of Value-Based Management 7 (3):207-218.
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  46. James Weber (1993). Institutionalizing Ethics Into Business Organizations. Business Ethics Quarterly 3 (4):419-436.
    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 (...)
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  47. James Weber (1992). Scenarios in Business Ethics Research. Business Ethics Quarterly 2 (2):137-160.
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  48. James Weber (1991). Adapting Kohlberg to Enhance the Assessment of Manager's Moral Reasoning. Business Ethics Quarterly 1 (3):293-318.
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  49. James Weber & Sharon Green (1991). Principled Moral Reasoning: Is It a Viable Approach to Promote Ethical Integrity? [REVIEW] Journal of Business Ethics 10 (5):325 - 333.
    In response to recent recommendations for the teaching of principled moral reasoning in business school curricula, this paper assesses the viability of such an approach. The results indicate that, while business students' level of moral reasoning in this sample are like most 18- to 21-year-olds, they may be incapable of grasping the concepts embodied in principled moral reasoning. Implications of these findings are discussed.
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  50. James Weber (1990). Measuring the Impact of Teaching Ethics to Future Managers: A Review, Assessment, and Recommendations. [REVIEW] Journal of Business Ethics 9 (3):183 - 190.
    This paper takes a critical look at the empirical studies assessing the effectiveness of teaching courses in business and society and business ethics. It is generally found that students' ethical awareness or reasoning skills improve after taking the courses, yet this improvement appears to be short-lived. The generalizability of these findings is limited due to the lack of extensive empirical research and the inconsistencies in research design, empirical measures, and statistical analysis across studies. Thus, recommendations are presented and discussed for (...)
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