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  1. La mentalidad compartida en la empresa.María Marta Preziosa - 2016 - Buenos Aires, CABA, Argentina: Teseo Press.
    Free Download from Teseo Press Link Book in Spanish Este libro está dirigido a investigadores interesados en la influencia que ejerce la cultura de una empresa sobre el comportamiento ético de sus integrantes y en la conformación de la empresa como un agente moral. El fenómeno de la mentalidad compartida en una organización es estudiado bajo diversas disciplinas, partiendo de una larga experiencia de “entrenamiento ético” llevada a cabo por la autora en empresas multinacionales. Esta investigación presenta a la comunidad (...)
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  2. Do Corporations Have a Duty to Be Trustworthy?Nikolas Kirby, Andrew Kirton & Aisling Crean - 2018 - Journal of the British Academy 6 (Supplementary issue 1):75-129.
    Since the global financial crisis in 2008, corporations have faced a crisis of trust, with growing sentiment against ‘elites and ‘big business’ and a feeling that ‘something ought to be done’ to re-establish public regard for corporations. Trust and trustworthiness are deeply moral significant. They provide the ‘glue or lubricant’ that begets reciprocity, decreases risk, secures dignity and respect, and safeguards against the subordination of the powerless to the powerful. However, in deciding how to restore trust, it is difficult to (...)
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  3. Scaling Up: The Evolution of Intellectual Apparatus Associated with the Manufacture of Heavy Chemicals in Britain, 1900-1939.Colin Divall & Sean F. Johnston - 1998 - In A. S. Travis, H. G. Schroter & Ernst Homburg (eds.), Determinants in the Evolution of the European Chemical Industry, 1900-1939: New Technologies, Political Frameworks, Markets and Companies. Dordrecht, Netherlands: pp. 199-214.
    On intellectual foundations that distinguished chemical engineering from other disciplines.
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  4. Identity Through Alliances: The British Chemical Engineer.Sean F. Johnston & Colin Divall - 1999 - In I. Hellberg, M. Saks & C. Benoit (eds.), Professional Identities in Transition: Cross-Cultural Dimensions. Gothenburg, Sweden: pp. 391-408.
    The development of a professional identity is particularly interesting for those occupations that have a troubled emergence. The hinterland between science and technology accommodates many such ‘in-between’ subjects, which appear to have distinct attributes. Some of these specialisms disappear in the face of culturally stronger occupations. Others endure, their technical expertise becoming appropriated or mutated to serve the needs of different professional groups. This chapter is concerned with one extreme of these interstitial specialisms. Chemical engineering – a subject that by (...)
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  5. “Just a Little Respect”: Effects of a Layoff Agent’s Actions on Employees’ Reactions to a Dismissal Notification Meeting.Manuela Richter, Cornelius J. König, Marlene Geiger, Svenja Schieren, Jan Lothschütz & Yannik Zobel - 2018 - Journal of Business Ethics 153 (3):741-761.
    A layoff is a threatening yet common event which employees might face at some point in their working lives. In two scenario-based experiments, we investigated which actions of a layoff agent during a dismissal notification meeting may contribute to laid-off employees’ fairness judgments and negative attitudes toward the employer. In general, the extent to which layoff victims were treated with respect was consistently found to increase perceptions of interpersonal and procedural fairness and to mitigate negative attitudes toward the employer. Further (...)
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  6. The Relation Between Corporate Training and Development Expenditures and the Use of Temporary Employees.Allison Westerman - 2001 - Ethics and Behavior 11 (1):67-86.
    Are employers utilizing temporary workers as a means to decrease the funds allocated to the training and development of full-time workers? This article examines industry trends in the utilization of contingent workers and training expenditures in an attempt to explain the relation between the two variables. The article also examines the ethical responsibility of organizations to train and develop employees. Data were collected from organizations that participated in a survey soliciting information regarding temporary workers and training expenditures between the years (...)
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  7. The Impact of Financial Incentives and Perceptions of Seriousness on Whistleblowing Intention.Paul Andon, Clinton Free, Radzi Jidin, Gary S. Monroe & Michael J. Turner - 2018 - Journal of Business Ethics 151 (1):165-178.
    Many jurisdictions have put regulatory strategies in place to provide incentives and safeguards to whistleblowers to encourage whistleblowing on corporate wrongdoings. One such strategy is the provision of a financial incentive to the whistleblower if the complaint leads to a successful regulatory enforcement action against the offending organization. We conducted an experiment using professional accountants as participants to examine whether such an incentive encourages potential whistleblowers to report an observed financial reporting fraud to a relevant external authority. We also examine (...)
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  8. Of Brahmins and Dalits in the Academic Caste System.Leemon McHenry & Paul W. Sharkey - 2014 - Academe 2014 (Jan-feb):35-38.
    Traditionally, the three-pronged mission of our colleges and universities has been to provide high-quality education, encourage cutting-edge research, and promote professional and community service. The substitution of business-based policies for sound academic principles, however, has institutionalized a form of professional inequality that threatens all three. The growing distinction between tenured and tenure-track faculty members on the one hand and tenure-ineligible lecturers or part-time adjuncts on the other has produced an academic caste system that is undermining the raison d’être of our (...)
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  9. Ethical Codes in Sports Organizations: Classification Framework, Content Analysis, and the Influence of Content on Code Effectiveness.Els De Waegeneer, Jeroen Van De Sompele & Annick Willem - 2016 - Journal of Business Ethics 136 (3):587-598.
    Sports organizations face various ethical challenges. To tackle these, ethical codes are becoming increasingly popular instruments. However, a lot of questions remain concerning their effectiveness. There is a particular lack of knowledge when it comes to their form and content, and on the influence of these features on the effectiveness of these codes of ethics. Therefore, we developed a framework to analyze ethical codes and used this to assess codes of ethics in sports clubs from six disciplines. The form and (...)
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  10. Linking Altruism and Organizational Learning Capability: A Study From Excellent Human Resources Management Organizations in Spain.Jacob Guinot, Ricardo Chiva & Fermín Mallén - 2016 - Journal of Business Ethics 138 (2):349-364.
    The new features of the business environment have expanded the concept of organizational learning capability. In today’s competitive business environment, OLC has been recognized as an essential means to gain a sustainable competitive advantage. However, the effective development of that capability has not been sufficiently analyzed in the organizational learning literature. Prompted by a recent paradigm shift in the organizational sciences, this research explores the link between altruism and OLC testing a wider picture that includes two intermediate steps: Relationship Conflict (...)
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  11. Is the Ethical Culture of the Organization Associated with Sickness Absence? A Multilevel Analysis in a Public Sector Organization.Maiju Kangas, Joona Muotka, Mari Huhtala, Anne Mäkikangas & Taru Feldt - 2017 - Journal of Business Ethics 140 (1):131-145.
    The main aim of the present study was to examine whether an ethical organizational culture is associated with sickness absence in a Finnish public sector organization at both the individual and work unit levels. The underlying assumption was that employees working for organizations that are characterized by a strong ethical organizational culture report less sickness absence. The sample consisted of 2192 employees from one public sector city organization that included 246 different work units. Ethical organizational culture was measured with the (...)
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  12. A Dual-Processing Model of Moral Whistleblowing in Organizations.Logan L. Watts & M. Ronald Buckley - 2017 - Journal of Business Ethics 146 (3):669-683.
    A dual-processing model of moral whistleblowing in organizations is proposed. In this theory paper, moral whistleblowing is described as a unique type of whistleblowing that is undertaken by individuals that see themselves as moral agents and are primarily motivated to blow the whistle by a sense of moral duty. At the individual level, the model expands on traditional, rational models of whistleblowing by exploring how moral intuition and deliberative reasoning processes might interact to influence the whistleblowing behavior of moral agents. (...)
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  13. Can Corporations Have (Moral) Responsibility Regarding Climate Change Mitigation?Säde Hormio - 2017 - Ethics, Policy and Environment 20 (3):314-332.
    Does it make sense to talk about corporate responsibility for climate change mitigation? Through utilizing systems thinking, I will argue that mitigation should be incorporated into corporate policies for present and future activities within the existing political framework. However, not much retrospective responsibility exists for past emissions. Exception to this are corporations who have engaged in climate change lobbying activities, voluntarily expanding their sphere of influence in the system. They could be responsible for the damage caused by misinformation campaigns and (...)
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  14. The Factors Influencing Corporate Social Responsibility Disclosure in the Kingdom of Saudi Arabia.Ayman Issa - 2017 - Australian Journal of Basic and Applied Sciences 11 (10):1-19.
    BACKGROUND: In today’s world of increased awareness regarding the concepts of corporate social responsibility (CSR) and corporate governance (CG), many firms in the developed countries consider noncompliance with CSR and CG standards as an important source of risk to their reputations with stakeholders. OBJECTIVE: The aim of this study is to investigate the relationship between the corporate social responsibility disclosure (CSRD) index and corporate factors, namely, board size, board independence, board meetings, CEO duality, a firm’s size, leverage, profitability and age. (...)
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  15. An Analysis of the Ethical Codes of Corporations and Business Schools.Harrison McCraw, Kathy S. Moffeit & John R. O’Malley - 2009 - Journal of Business Ethics 87 (1):1-13.
    Reports of ethical lapses in the business world have been numerous and widespread. Ethical awareness in business education has received a great deal of attention because of the number and severity of business scandals. Given Sarbanes-Oxley legislation and recent Association to Advance Collegiate Schools of Business International's recommendations, this study examined respective websites of Securities and Exchange Commission regulated public companies and AACSBI-accredited business schools for ethical policy statement content. The analysis was accomplished by classifying ethical expressions into a framework (...)
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  16. A Word to the Wise: How Managers and Policy-Makers Can Encourage Employees to Report Wrongdoing.Marcia P. Miceli, Janet P. Near & Terry Morehead Dworkin - 2009 - Journal of Business Ethics 86 (3):379-396.
    When successful and ethical managers are alerted to possible organizational wrongdoing, they take corrective action before the problems become crises. However, recent research [e. g., Rynes et al. (2007, Academy of Management Journal 50(5), 987-1008)] indi cates that many organizations fail to implement evidence-based practices (i. e., practices that are consistent with research findings), in many aspects of human resource management. In this paper, we draw from years of research on whistle-blowing by social scientists and legal scholars and offer concrete (...)
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  17. Ethics Codes in British Companies.Leo V. Ryan - 1994 - Business Ethics 3 (1):54-64.
    How common are corporate codes of ethics in the UK and especially among Britain's most admired companies? The author is Wicklander Professor of Professional Ethics at DePaul University, Chicago, and current President of the American Society for Business Ethics.
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  18. The Politicisation of Whistleblowers: A Case Study.Tina Uys - 2000 - Business Ethics 9 (4):259-267.
    The focus of this article is on the political nature of whistleblowing. It argues that reprisals by management, rather than silencing the whistleblower, result in the transformation and politicisation of the individual. The process that leads to the transformation of a loyal employee into a political activist is considered through analysing the experiences of a whistleblower in the sphere of financial regulation in South Africa. The article investigates the effect of retaliation by the employer on the employee‐organisational relationship. It looks (...)
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  19. Political Surplus of Whistleblowing: A Case Study.Abraham Mansbach - 2007 - Business Ethics 16 (2):124-131.
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  20. Corporate Sheer.Anwista Ganguly - 2012 - Journal of Human Values 18 (1):88-90.
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  21. Meatpacking Workers’ Perceptions of Working Conditions, Psychological Contracts and Organizational Justice.María Teresa Gastón - 2012 - Journal of Catholic Social Thought 9 (1):91-115.
  22. Corporate Codes of Conduct and the Success of Globalization.S. Prakash Sethi - 2002 - Ethics and International Affairs 16 (1):89-106.
    Sethi focuses on multinational corporations in developing countries and the unfair advantage they have in expropriating a greater share of gains from efficiency and productivity from international trade than would be possible if labor had greater mobility or bargaining power.
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  23. A Quasi-Personal Alternative to Some Anglo-American Pluralist Models of Organisations: Towards an Analysis of Corporate Self-Governance for Virtuous Organisations.David Ardagh - 2011 - Philosophy of Management 10 (3):41-58.
    An organisation which operates without a ‘self-concept’ of its goals, authorised roles, governance procedures regarding sharing information, decisional powers and procedures, and distribution of benefits, or without continuous audit of its impact on its end-users, other players in the practice, and the state, does so at some ethical risk.This paper argues that a quasi-personal model of the collective ethical agency of organisations and states is helpful in suggesting some of these key areas which are liable to need careful organisational design (...)
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  24. Presuppositions of Collective Moral Agency: Analogy, Architectonics, Justice, and Casuistry.David Ardagh - 2012 - Philosophy of Management 11 (2):5-28.
    This is the second of three papers with the overall title: “A Quasi-Personal Alternative to Some Anglo-American Pluralist Models of Organisations: Towards an Analysis of Corporate Self-Governance for Virtuous Organisations”.1 In the first paper, entitled: “Organisations as quasi-personal entities: from ‘governing’ of the self to organisational ‘self ’-governance: a Neo-Aristotelian quasi-personal model of organisations”, the artificial corporate analogue of a natural person sketched there, was said to have quasi-directive, quasi-operational and quasi-enabling/resource-provision capacities. Its use of these capacities following joint deliberation (...)
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  25. Corporate Codes of Conduct: On the Virtue of Modesty.Ian Maitland - 2005 - International Corporate Responsibility Series 2:65-78.
    What are international codes of conduct for? The broad support for such codes masks fundamental differences about their purpose. Corporations see codes of conduct as regimes for regulating their relations with their suppliers in developing countries and—not least—to counter negative publicity. For labor and human rights activists, on the other hand, codes of conduct are levers for forcing positive change in global labor and environmental standards. Here I consider two areas typically covered by codes of conduct—wages and child labor—and identify (...)
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  26. The Stigma of Reporting Wrongdoing at Work: When Doing Right is Perceived as Wrong.Maciej Macko & Brita Bjørkelo - 2012 - Polish Psychological Bulletin 43 (2):70-75.
    The stigma of reporting wrongdoing at work: When doing right is perceived as wrong The act of reporting unethical, illegal and illegitimate practices at work, whistleblowing, can be associated with a stigma for the individual in question. This article presents the stigmatizing position of reporting wrongdoing at work, types of wrongdoing and individual antecedents. Since empirical studies have shown very few systematic results regarding individual differences, one way to decrease societal stigma can be to relate the act of reporting to (...)
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  27. Questioning Organizational Ethics Initiatives.Gary R. Weaver - 1994 - Proceedings of the International Association for Business and Society 5:1125-1130.
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  28. Corporate Response to Legislative Protection for Whistle-Blowers.Janet P. Near & Terry Morehead Dworkin - 1994 - Proceedings of the International Association for Business and Society 5:781-792.
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  29. Ethical Perspectives on Employee Involvement Programs.David Clowney - 1993 - Proceedings of the International Association for Business and Society 4:793-804.
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  30. Blowing the Whistle on Minor, Less Serious Forms of Fraud.John P. Keenan - 1995 - Proceedings of the International Association for Business and Society 6:167-178.
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  31. Codes of Ethics.Gary R. Weaver & Philip L. Cochran - 1993 - Proceedings of the International Association for Business and Society 4:549-559.
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  32. The Caring Organization.Judith White - 1994 - Proceedings of the International Association for Business and Society 5:171-180.
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  33. Antecedents of Ethical Work Climates.Deborah Vidaver Cohen - 1994 - Proceedings of the International Association for Business and Society 5:1-14.
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  34. Investigating Influences on Whistle-Blowing Intention in China: Empirical Evidences and Implications.Yoon-Jung Baek & Jiang Yao - 2013 - Journal of Ethics 1 (90):195-225.
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  35. Does Grass Bend with Wind Blowing Over? - A Reflection of the Role of Moral Model.Wang Jinyi - 2013 - Journal of Ethics 1 (89):65-74.
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  36. A Study on the Researcher's Whistle Blowing in Ethical Perspective. 김대군 - 2007 - Journal of Ethics 1 (66):27-49.
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  37. Kierkegaard’s Quest: How Not to Stop Seducing.Finn Janning - 2015 - Philosophy of Management 14 (2):95-109.
    Change has traditionally been perceived as something to be avoided in favor of stability. This can be witnessed in both individual and organizational approaches to change. In this paper, change as a process of becoming is analyzed. The author relates change to seduction to introduce new perspectives to the concept. The principal idea is that the process of change is a seductive experience. This assumption highlights the positive aspects of becoming, growing, and changing. In doing so, reference is made to (...)
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  38. Knowledge, Tracking, a Bell Here and a Whistle There: Response to Ramachandran.Yohan Joo & Simon Langford - 2016 - South African Journal of Philosophy 35 (1):9-17.
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  39. Furthering the Conversation Between Philosophy and Organization Theory.Stewart W. Herman - 1991 - Business Ethics Quarterly 1 (1):121-132.
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  40. Is Formal Ethics Training Merely Cosmetic? A Study of Ethics Training and Ethical Organizational Culture.Danielle E. Warren, Joseph P. Gaspar & William S. Laufer - 2014 - Business Ethics Quarterly 24 (1):85-117.
    U.S. Organizational Sentencing Guidelines provide firms with incentives to develop formal ethics programs to promote ethical organizational cultures and thereby decrease corporate offenses. Yet critics argue such programs are cosmetic. Here we studied bank employees before and after the introduction of formal ethics training—an important component of formal ethics programs—to examine the effects of training on ethical organizational culture. Two years after a single training session, we find sustained, positive effects on indicators of an ethical organizational culture . While espoused (...)
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  41. The Battle in Seattle: Reconciling Two World Views on Corporate Culture.John Dobson - 2001 - Business Ethics Quarterly 11 (3):403-413.
    This paper investigates the broad ideological conflict between world views on corporate culture. Two views are identified: one encompassing standard liberal economic philosophy; the other taking broader notions of corporate culture from ethics theory. Theconflict that surrounded the World Trade Organization meeting in Seattle is used as an illustration of the current conflict between theseviews. The writings of Alasdair MacIntyre are employed as a means of elucidating and reconciling these two world views.
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  42. Examining the Link Between Organizational Democracy and Employees’ Moral Development.Armin Pircher Verdorfer & Wolfgang G. Weber - 2016 - Journal of Moral Education 45 (1):59-73.
    While much is understood about the role of the family context and educational experiences for moral development, less attention has been devoted to the occupational context. In this research, we used Kohlberg’s approach of moral education as a framework and investigated the relationship between structurally anchored organizational democracy and employees’ moral development. Employees of five conventional and five democratic enterprises participated in our study. Consistently with our theoretically derived hypotheses, the results provide initial support for the theoretical model in that (...)
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  43. RU 486 in France and England: Corporate Ethics and Compulsory Licensing.Reed Boland - 1992 - Journal of Law, Medicine and Ethics 20 (3):226-234.
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  44. Authentic Leadership and Whistleblowing: Mediating Roles of Psychological Safety and Personal Identification.Sheng-min Liu, Jian-Qiao Liao & Hongguo Wei - 2015 - Journal of Business Ethics 131 (1):107-119.
    The issues of organizational wrongdoing damage organizational performance and limit the development of organizations. Although organizational members may know the wrongdoing and have the opportunity to blow the whistle, they would keep silent because of the interpersonal risks. However, leaders can play an important role in shaping employee whistleblowing. This study focuses on discovering the mechanisms of how authentic leaders influence employee whistleblowing with a sample from China. Results demonstrate that authentic leadership is positively related to internal whistleblowing. Team psychological (...)
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  45. Ethics Training in the Indian IT Sector: Formal, Informal or Both?Pratima Verma, Siddharth Mohapatra & Jan Löwstedt - 2016 - Journal of Business Ethics 133 (1):73-93.
    Ethics training—an important means to foster ethical decision-making in organisations—is carried out formally as well as informally. There are mixed findings as regards the effectiveness of formal versus informal ethics training. This study is one of its first kinds in which we have investigated the effectiveness of ethics training as it is carried out in the Indian IT sector. We have collected the views of Indian IT industry professionals concerning ethics training, and employed positivist and interpretive research. We first have (...)
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  46. The Effectiveness of Ethics Programs: The Role of Scope, Composition, and Sequence.Muel Kaptein - 2015 - Journal of Business Ethics 132 (2):415-431.
    Organizations are faced with the question, not only whether to adopt an ethics program, but also which components to adopt when. This study shows that unethical behavior occurs less frequently in organizations that have an ethics program than in organizations that do not have an ethics program. Nine components of ethics programs were identified and examined. The results show that there is a direct relationship between the number of components adopted and the frequency of observed unethical behavior. No relationship was (...)
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  47. Erratum To: Whistle-Blowing Methods for Navigating Within and Helping Reform Regulatory Institutions.Richard P. Nielsen, Lakshmi Balachandra & Anna L. Nielsen - 2013 - Journal of Business Ethics 112 (3):549-549.
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  48. Together and Apart: Exploring Structure of the Corporate–NPO Relationship.Dayna Simpson, Kathryn Lefroy & Yelena Tsarenko - 2011 - Journal of Business Ethics 101 (2):297-311.
    Financially significant relationships between corporations and non-profit organizations have increased in recent years. NPOs offer access to interests and ideologies that are lacking within most for-profit organizations. These partnerships form a unique bridge between for-profit and non-profit goals and offer significant potential to produce innovative ways of “doing business by doing good.” Exploration of the structural implications of these relationships, however, has been limited. The potential for ideological imbalance in these relationships, particularly for the NPO, has been poorly described. We (...)
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  49. The Impact of Cultural Differences on the Convergence of International Accounting Codes of Ethics.Curtis E. Clements, John D. Neill & O. Scott Stovall - 2009 - Journal of Business Ethics 90 (S3):383-391.
    The International Federation of Accountants (IFAC) has issued a revised “Code of Ethics for Professional Accountants” (IFAC Code). The IFAC Code is intended to be a model code of ethics for national accounting organizations throughout the world. Prior research demonstrates that approximately 50% of IFAC member organizations have adopted the IFAC Code as their organizational code of conduct. There is therefore empirical evidence that international convergence of accounting ethical standards is occurring. We employ Hofstede’s ( 2008 , http://www.geert-hofstede.com/hofstede_dimensions.php ) cultural (...)
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  50. “Ethics Hotlines” in Transnational Companies: A Comparative Study.Reyes Calderón-Cuadrado, José Luis Álvarez-Arce, Isabel Rodríguez-Tejedo & Stella Salvatierra - 2009 - Journal of Business Ethics 88 (1):199-210.
    This empirical study explores the characteristics and degree of implementation of so-called ethics hotlines in transnational companies (TNCs), which allow employees to present allegations of wrongdoing and ethical dilemmas, as well as to report concerns. Ethics hotlines have not received much attention in literature; therefore, this paper aims to fill that gap. Through the analysis of conduct/ethics codes and the compliance programs of the top 150 transnational companies ranked by the United Nations Conference on Trade and Development (UNCTAD) ( 2007 (...)
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