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  1. Corporate Ethical Consulting: Developing Management Strategies for Corporate Ethics. [REVIEW]Richard H. Guerrette - 1988 - Journal of Business Ethics 7 (5):373 - 380.
    The increase of scandals in the business sector is forcing many companies to examine their corporate ethical behavior with a view toward rebuilding their corporate value system. This article describes how value-system reconstruction must proceed in a company and demonstrates that corporate ethics can only become plausible if based on a corporate ethical ethos. It outlines a five-step development plan of management strategies toward rebuilding a company's value system on this corporate ethos through: corporate policy and strategy reformulation; corporate ethical (...)
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  2. The Production of Trust During Organizational Change.Rune Lines, Marcus Selart, Bjarne Espedal & Svein Tvedt Johansen - 2005 - Journal of Change Management 5 (2):221-245.
    This paper investigates the relationships between organizational change and trust in management. It is argued that organizational change represents a critical episode for the production and destruction of trust in management. Although trust in management is seen as a semi stable psychological state, changes in organizations make trust issues salient and organizational members attend to and process trust relevant information resulting in a reassessment of their trust in management. The direction and magnitude of change in trust is dependent on a (...)
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  3. Understanding the Role of Locus of Control in Consultative Decision-Making.Marcus Selart - 2005 - Management Decision 43 (3):397-412.
    Purpose – The study aims at clarifying whether locus of control may act as a bias in organisational decision-making or not. -/- Design/methodology/approach – Altogether 44 managers working at Skanska (a Swedish multinational construction company) participated in the study. They were asked to complete a booklet including a locus of control test and a couple of decision tasks. The latter were based on case scenarios reflecting strategic issues relevant for consultative/participative decision-making. -/- Findings – The results revealed that managers with (...)
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