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  1. Does Green-Person-Organization Fit Predict Intrinsic Need Satisfaction and Workplace Engagement?Carol Hicklenton, Donald William Hine & Natasha Maria Loi - 2019 - Frontiers in Psychology 10.
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  • Strengthening Customer Value Development and Ethical Intent in the Salesforce: The Influence of Ethical Values Person–Organization Fit and Trust in Manager.Charles H. Schwepker - 2019 - Journal of Business Ethics 159 (3):913-925.
    This research seeks to better understand how an organization-related employee perception and job attitude may influence organizational members to ethically create customer value. Specifically, it is proposed that high person–organization fit perception, more precisely ethical values person–organization fit perception, can influence business-to-business salesperson commitment to providing superior customer value both directly and indirectly through trust in sales manager, while encouraging ethical salesforce behavior, an important aspect of communicating and delivering customer value. Results from a study of 408 business-to-business salespeople find (...)
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  • Why Moral Followers Quit: Examining the Role of Leader Bottom-Line Mentality and Unethical Pro-Leader Behavior.Salar Mesdaghinia, Anushri Rawat & Shiva Nadavulakere - 2019 - Journal of Business Ethics 159 (2):491-505.
    Many business leaders vigorously and single-mindedly pursue bottom-line outcomes with the hope of producing superior results for themselves and their companies. Our study investigated two drawbacks of such leader bottom-line mentality. First, based on leaders’ power over followers, we hypothesized that leader BLM promotes unethical pro-leader behaviors among followers. Second, based on cognitive dissonance theory, we hypothesized that UPLB, and leader BLM via UPLB, increase turnover intention among employees with a strong moral identity. Data collected from 153 employees of various (...)
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  • How Bad Apples Promote Bad Barrels: Unethical Leader Behavior and the Selective Attrition Effect.Robert Cialdini, Yexin Jessica Li, Adriana Samper & Ned Wellman - forthcoming - Journal of Business Ethics:1-20.
    We present a theoretical rationale and supporting studies revealing how unethical leader behavior fosters an unethical climate within workgroups that increases member turnover intentions and malfeasance. Drawing on the attraction–selection–attrition model of organizational behavior, we propose a selective attrition effect whereby unethical leader behavior results in the retention of group members who are more comfortable with dishonesty and, consequently, more likely to engage in unethical behavior toward their group. In two experiments, exposure to unethical leader behavior increased group members’ likelihood (...)
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  • Ethical Climate, Organizational Identification, and Employees’ Behavior.Manuel Teresi, Davide Dante Pietroni, Massimiliano Barattucci, Valeria Amata Giannella & Stefano Pagliaro - 2019 - Frontiers in Psychology 10.
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  • The Impact of Individual Attitudinal and Organisational Variables on Workplace Environmentally Friendly Behaviours.Danae Manika, Victoria K. Wells, Diana Gregory-Smith & Michael Gentry - 2015 - Journal of Business Ethics 126 (4):663-684.
    Although research on corporate social responsibility has grown steadily, little research has focused on CSR at the individual level. In addition, research on the role of environmental friendly organizational citizenship behaviors within CSR initiatives is scarce. In response to this gap and recent calls for further research on both individual and organizational variables of employees’ environmentally friendly, or green, behaviors, this article sheds light on the influence of these variables on three types of green employee behaviors simultaneously: recycling, energy savings, (...)
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  • The Interpersonal Benefits of Leader Mindfulness: A Serial Mediation Model Linking Leader Mindfulness, Leader Procedural Justice Enactment, and Employee Exhaustion and Performance.Sebastian C. Schuh, Michelle Xue Zheng, Katherine R. Xin & Juan Antonio Fernandez - 2019 - Journal of Business Ethics 156 (4):1007-1025.
    Although it is an increasingly popular assumption that leader mindfulness may positively affect leader behaviors and, in turn, employee outcomes, to date, little empirical evidence supports this view. Against this backdrop, the present research seeks to develop and test a serial mediation model of leader mindfulness. Specifically, we propose that leader mindfulness enhances employee performance and that this relationship is explained by increased leader procedural justice enactment and, subsequently, reduced employees’ emotional exhaustion. We conducted three studies to test this model. (...)
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  • An Identity Perspective on Ethical Leadership to Explain Organizational Citizenship Behavior: The Interplay of Follower Moral Identity and Leader Group Prototypicality.Fabiola H. Gerpott, Niels Van Quaquebeke, Sofia Schlamp & Sven C. Voelpel - 2019 - Journal of Business Ethics 156 (4):1063-1078.
    Despite the proliferation of research on ethical leadership, there remains a limited understanding of how specifically the assumingly moral component of this leadership style affects employee behavior. Taking an identity perspective, we integrate the ethical leadership literature with research on the dynamics of the moral self-concept to posit that ethical leadership will foster a sense of moral identity among employees, which then inspires followers to adopt more ethical actions, such as increased organization citizenship behavior. We further argue that these identity (...)
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  • Corporate Social Responsibility and Employee–Company Identification.Hae-Ryong Kim, Moonkyu Lee, Hyoung-Tark Lee & Na-Min Kim - 2010 - Journal of Business Ethics 95 (4):557 - 569.
    This study proposes two identification cuing factors (i. e., CSR associations and CSR participation) to understand how corporate social responsibility (CSR) relates to employees' identification with their firm.The results reveal that a firm's CSR initiatives increase employee-company identification (E-C identification).E-C identification, in turn, influences employees' commitment to their company. However, CSR associations do not directly influence employees' identification with a firm, but rather influence their identification through perceived external prestige (PEP). Compared to CSR associations, CSR participation has a direct influence (...)
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  • The Effects of Ethical Climates on Bullying Behaviour in the Workplace.Füsun Bulutlar & Ela Ünler Öz - 2009 - Journal of Business Ethics 86 (3):273-295.
    Various aspects of the relationship between ethical climate types and organizational commitment have been examined, although a relationship with the concept of bullying, which may be very detrimental to an organization, has not attracted significant attention. This study contributes to the existing research by taking the effects of bullying behaviour into consideration. The aim of this study is to explore the effects of bullying behaviour upon the relationship between ethical climate types and organizational commitment. It will be noted that work-related (...)
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  • Ethical Organisational Culture as a Context for Managers' Personal Work Goals.Mari Huhtala, Taru Feldt, Katriina Hyvönen & Saija Mauno - 2013 - Journal of Business Ethics 114 (2):265-282.
    The aims of this study were to investigate what kinds of personal work goals managers have and whether ethical organisational culture is related to these goals. The sample consisted of 811 Finnish managers from different organisations, in middle and upper management levels, aged 25–68 years. Eight work-related goal content categories were found based on the managers self-reported goals: (1) organisational goals (35.4 %), (2) competence goals (26.1 %), (3) well-being goals (12.1 %), (4) career-ending goals (7.3 %), (5) progression goals (...)
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  • The Functionality of Gray Area Ethics in Organizations.John G. Bruhn - 2009 - Journal of Business Ethics 89 (2):205-214.
    All organizations have gray areas where the border between right and wrong behavior is blurred, but where a major part of organizational decision-making takes place. While gray areas can be sources of problems for organizations, they also have benefits. The author proposes that gray areas are functional in organizations. Gray areas become problematic when the process for dealing with them is flawed, when gatekeeper managers see themselves as more ethical than their peers, and when leaders, by their own inattention, inaction, (...)
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  • Using Social Identity Theory to Predict Managers' Emphases on Ethical and Legal Values in Judging Business Issues.John A. Pearce - 2013 - Journal of Business Ethics 112 (3):497-514.
    The need to fill three gaps in ethics research in a business context sparked the current study. First, the distinction between the concepts of “ethical” and “legal” needs to be incorporated into theory building and empiricism. Second, a unifying theory is needed that can explain the variables that influence managers to emphasize ethics and legality in their judgments. Third, empirical evidence is needed to confirm the predictive power of the unifying theory, the discernable influence of personal and organizational variables, and (...)
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  • Corporate Social Responsibility as an Organizational Attractiveness for Prospective Public Relations Practitioners.Soo-Yeon Kim & Hyojung Park - 2011 - Journal of Business Ethics 103 (4):639-653.
    This study viewed students majoring in public relations as prospective public relations practitioners and explored their perceptions about corporate social responsibility (CSR) as their job attraction condition. The results showed that the students perceived CSR to be an important ethical fit condition of a company. One of the significant findings is that CSR can be an effective reputation management strategy for prospective employees, particularly when a company’s business is suffering. In examining the effect of CSR efforts on attitudinal and behavioral (...)
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  • Toward a Better Understanding of the Link Between Ethical Climate and Job Satisfaction: A Multilevel Analysis. [REVIEW]Yau-De Wang & Hui-Hsien Hsieh - 2012 - Journal of Business Ethics 105 (4):535-545.
    Research concerning the relationship between psychological ethical climate and job satisfaction is popular in the literature. However, to date, no study in the literature has simultaneously investigated both the effects of individual-level and organization-level ethical climates on employees’ job satisfaction. On the basis of a multilevel analysis, the present study used a sample of 472 full-time employees from 31 organizations in Taiwan to examine the above two effects. Results from the analyses showed that within the organizations, individual employees’ instrumental climate (...)
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  • Ethical Culture, Ethical Intent, and Organizational Citizenship Behavior: The Moderating and Mediating Role of Person–Organization Fit.Pablo Ruiz-Palomino & Ricardo Martínez-Cañas - 2014 - Journal of Business Ethics 120 (1):95-108.
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  • Men, Mammals, or Machines? Dehumanization Embedded in Organizational Practices.Tuure Väyrynen & Sari Laari-Salmela - 2018 - Journal of Business Ethics 147 (1):95-113.
    The present study combines dehumanization research with the concept of organizational trust to examine how employees perceive various types of maltreatment embedded within the organizational practices that form the ethical climate of an organization. With the help of grounded theory methodology, we analyzed 188 employment exit interview transcripts from an ICT subcontracting company. By examining perceived trustworthiness and perceived humanness, we found that dehumanizing employees can deteriorate trust within organizations. The violations found in the empirical material were divided into animalistic (...)
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  • Ethical Determinants for Generations X and Y.David Boyd - 2010 - Journal of Business Ethics 93 (3):465-469.
    The present study examines student perception of protagonist behavior in three case vignettes. One demographic group consists of professionally employed MBA students who show characteristics of Generation X. The second cohort consists of Generation Y business undergraduates. Differences emerge between the groups. Even when they propose similar action, their respective rationale differs. Generation Xers show themselves to be astute pragmatists whose focus is on self rather than society. Yet the younger cohort, in its quest to find fulfillment, may give short (...)
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  • The Moral Judgment Relationship Between Leaders and Followers: A Comparative Study Across the Taiwan Strait.Yi-Hui Ho & Chieh-Yu Lin - 2016 - Journal of Business Ethics 134 (2):299-310.
    Ethics is central to leadership because of the impact leaders have on establishing organizational values and engaging followers to accomplish mutual goals. The ethical concerns of leaders may influence ethical decision-making of their followers. This paper attempts to investigate the relationship between leaders and followers on moral judgment, and make a comparison between China and Taiwan on the leader–follower moral judgment relationship. Data were collected through a questionnaire survey on purchasing professionals in China and Taiwan. The development of moral judgment (...)
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  • Multinational Corporations and Governance Effectiveness: Toward a More Integrative Board.Cynthia Clark & Jill A. Brown - 2015 - Journal of Business Ethics 132 (3):565-577.
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  • Prediction of Whistleblowing or Non-Reporting Observation: The Role of Personal and Situational Factors. [REVIEW]P. G. Cassematis & R. Wortley - 2013 - Journal of Business Ethics 117 (3):615-634.
    This study examined whether it was possible to classify Australian public sector employees as either whistleblowers or non-reporting observers using personal and situational variables. The personal variables were demography (gender, public sector tenure, organisational tenure and age), work attitudes (job satisfaction, trust in management, whistleblowing propensity) and employee behaviour (organisational citizenship behaviour). The situational variables were perceived personal victimisation, fear of reprisals and perceived wrongdoing seriousness. These variables were used as predictors in a series of binary logistic regressions. It was (...)
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  • Winning at a Losing Game? Side-Effects of Perceived Tournament Promotion Incentives in Audit Firms.Jorien L. Pruijssers, Pursey P. M. A. R. Heugens & Hans J. van Oosterhout - forthcoming - Journal of Business Ethics:1-19.
    Tournament-like promotion systems are the default in audit firms, which are generally internally owned professional partnerships. While awarding promotions in a contest-like fashion stimulates contestants’ motivation and productivity, it may also upset an organizations’ ethical climate and trigger ethically adverse behaviors. Since nearly all research on promotion tournaments in management has been conducted in public firms, little is known about how these incentive systems operate in professional partnerships. In this study, we analyze how the perception of the two controllable design (...)
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  • The Impact of Moral Stress Compared to Other Stressors on Employee Fatigue, Job Satisfaction, and Turnover: An Empirical Investigation. [REVIEW]Kristen Bell DeTienne, Bradley R. Agle, James C. Phillips & Marc-Charles Ingerson - 2012 - Journal of Business Ethics 110 (3):377-391.
    Moral stress is an increasingly significant concept in business ethics and the workplace environment. This study compares the impact of moral stress with other job stressors on three important employee variables—fatigue, job satisfaction, and turnover intentions—by utilizing survey data from 305 customer-contact employees of a financial institution’s call center. Statistical analysis on the interaction of moral stress and the three employee variables was performed while controlling for other types of job stress as well as demographic variables. The results reveal that (...)
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  • The Association Between Ethical Conflict and Adverse Outcomes.Linda Thorne - 2010 - Journal of Business Ethics 92 (2):269-276.
    In this study, we consider the association between ethical conflict and adverse outcomes, including employee stress, (lack of) organizational commitment, absenteeism, and turnover intention. Our findings show that ethical conflict is associated with adverse outcomes. Our results identify the importance of ethical conflict for organizations and the benefit for organizations to address and mitigate ethical conflict. In addition, our research contributes to the person–organization and turnover literature by extending the person-fit framework to the ethical domain and by suggesting that ethical (...)
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  • Ethical Culture and Employee Outcomes: The Mediating Role of Person-Organization Fit. [REVIEW]Pablo Ruiz-Palomino, Ricardo Martínez-Cañas & Joan Fontrodona - 2013 - Journal of Business Ethics 116 (1):173-188.
    We build on limited research concerning the mediation processes associated with the relationship between ethical culture and employee outcomes. A multidimensional measure of ethical culture was examined for its relationship to overall Person-Organization (P–O) fit and employee response, using a sample of 436 employees from social economy and commercial banks in Spain. In line with previous research involving unidimensional measures, ethical culture was found to relate positively to employee job satisfaction, affective commitment, and intention to stay. New to the literature, (...)
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  • On the Effects of Ethical Climate on Employees’ Behavior: A Social Identity Approach.Stefano Pagliaro, Alessandro Lo Presti, Massimiliano Barattucci, Valeria A. Giannella & Manuela Barreto - 2018 - Frontiers in Psychology 9.
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  • The Role of Gender and Age in Business Students’ Values, CSR Attitudes, and Responsible Management Education: Learnings From the PRME International Survey.Debbie Haski-Leventhal, Mehrdokht Pournader & Andrew McKinnon - 2017 - Journal of Business Ethics 146 (1):219-239.
    As demand grows from various stakeholders for responsible management education in business schools, it is essential to understand how corporate social responsibility and RME are perceived by various subgroups of business students. Following the principles of theories on moral orientation and moral development, we examined the role of gender and age in determining four indicators of business students’ moral approach in the context of business schools committed to RME and CSR. Based on nearly 1300 responses to a survey, conducted with (...)
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  • Corporate Sustainable Innovation and Employee Behavior.Magali A. Delmas & Sanja Pekovic - 2018 - Journal of Business Ethics 150 (4):1071-1088.
    Corporate sustainable innovation is a major driver of institutional change, and its success can be largely attributed to employees. While some scholars have described the importance of intrinsic motivations and flexibility to facilitate innovation, others have argued that constraints and extrinsic motivations stimulate innovation. In the context of sustainable innovation, we explore which employee work practices are more conducive to firm-level innovation in corporate sustainability. Our results, based on a sample of 4640 French employees from 1764 firms, confirm the positive (...)
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  • Winning at a Losing Game? Side-Effects of Perceived Tournament Promotion Incentives in Audit Firms.Jorien L. Pruijssers, Pursey P. M. A. R. Heugens & J. van Oosterhout - forthcoming - Journal of Business Ethics.
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  • Diversity Management Efforts as an Ethical Responsibility: How Employees’ Perceptions of an Organizational Integration and Learning Approach to Diversity Affect Employee Behavior.Tanja Rabl, María del Carmen Triana, Seo-Young Byun & Laura Bosch - forthcoming - Journal of Business Ethics:1-20.
    This paper integrates the inclusion and organizational ethics literatures to examine the relationship between employees’ perceptions of an organizational integration and learning approach to diversity and two employee outcomes: organizational citizenship behavior toward the organization and interpersonal workplace deviance. Findings across two field studies from the USA and Germany show that employees’ perceptions of an organizational integration and learning approach to diversity are positively related to perceived organizational ethical virtue. Perceived organizational ethical virtue further transmits the effect of employees’ perceptions (...)
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  • Ethical Climates in Organizations: A Review and Research Agenda.Alexander Newman, Heather Round, Sukanto Bhattacharya & Achinto Roy - 2017 - Business Ethics Quarterly 27 (4):475-512.
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  • Corporate Social Responsibility and Employee–Company Identification.Hae-Ryong Kim, Moonkyu Lee, Hyoung-Tark Lee & Na-Min Kim - 2010 - Journal of Business Ethics 95 (4):557-569.
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  • Employer–Employee Congruence in Environmental Values: An Exploration of Effects on Job Satisfaction and Creativity.Jelena Spanjol, Leona Tam & Vivian Tam - 2015 - Journal of Business Ethics 130 (1):117-130.
    This study examines how the match between personal and firm-level values regarding environmental responsibility affects employee job satisfaction and creativity and contributes to three literature streams [i.e., social corporate responsibility, creativity, and person–environment fit]. Building on the P–E fit literature, we propose and test environmental orientation fit versus nonfit effects on creativity, identifying job satisfaction as a mediating mechanism and regulatory pressure as a moderator. An empirical investigation indicates that the various environmental orientation fit conditions affect job satisfaction and creativity (...)
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  • Supervisor Role Modeling, Ethics-Related Organizational Policies, and Employee Ethical Intention: The Moderating Impact of Moral Ideology.Pablo Ruiz-Palomino & Ricardo Martinez-Cañas - 2011 - Journal of Business Ethics 102 (4):653-668.
    The moral ideology of banking and insurance employees in Spain was examined along with supervisor role modeling and ethics-related policies and procedures for their association with ethical behavioral intent. In addition to main effects, we found evidence supporting that the person–situation interactionist perspective in supervisor role modeling had a stronger positive relationship with ethical intention among employees with relativist moral ideology. Also as hypothesized, formal ethical polices and procedures were positively related to ethical intention among those with universal beliefs, but (...)
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  • Deceit, Misuse and Favours: Understanding and Measuring Attitudes to Ethics.Chris Perryer & Brenda Scott-Ladd - 2014 - Journal of Business Ethics 121 (1):123-134.
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