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  1. Status Threat and Ethical Leadership: A Power-Dependence Perspective.Guangxi Zhang, Jianan Zhong & Muammer Ozer - forthcoming - Journal of Business Ethics.
    Whether, how and when do leaders engage in ethical leadership as a response to status threat? We propose that leaders facing status threat are likely to develop ethical leadership behaviors toward subordinates. Drawing on power dependence theory, we theorize that experiencing status threat augments leaders’ dependence on subordinates who can provide them with status-relevant resources. Dependence on subordinates further motivates leaders to absorb the resource constraints through displaying ethical leadership. However, if leaders are able to obtain alternative resources to cope (...)
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  • Growth Via Intellectual Property Rights Versus Gendered Inequity in Emerging Economies: An Ethical Dilemma for International Business.Pallab Paul & Kausiki Mukhopadhyay - 2010 - Journal of Business Ethics 91 (3):359-378.
    In this paper, we critique the emergent international normative framework of growth – the knowledge economy. We point out that the standardized character of knowledge economy's flagship – intellectual property rights (IPRs) – has an adverse impact on women in emerging economies, such as India. Conversely, this impact on women, a significant consumer segment, has a feedback effect in terms of market growth. Conceptually, we analyze the consequences of knowledge economy and standardized IPR through a feminist lens. We extend the (...)
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  • A Study of Ethical Decision Making by Physicians and Nurses in Hospitals.Satish P. Deshpande - 2009 - Journal of Business Ethics 90 (3):387-397.
    This research investigates the impact of various factors on ethical behavior of 180 not-for-profit hospital employees. Ethical behavior of peers, ethical behavior of successful managers, and emotional intelligence had a significant positive impact on ethical behavior of respondents. Physicians and hospital employees with political connections within the organization were significantly less ethical than other employees. The results have many implications for researchers and healthcare practitioners.
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  • Learning Atmosphere and Ethical Behavior, Does It Make Sense?Joaquín Camps & Antonio Majocchi - 2010 - Journal of Business Ethics 94 (1):129-147.
    In the wake of corporate ethical scandals that have harmed millions of employees and investors, there has been an increase in the number of works written in the last decade, which aim to answer one apparently simple question: what causes unethical behavior, and what can we do, if anything, to prevent similar transgressions in the future? The extensive research around this question is the best proof of its real complexity as the challenge of disentangling the background of ethical behavior has (...)
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  • Leader Ethical Decision-Making in Organizations: Strategies for Sensemaking. [REVIEW]Chase E. Thiel, Zhanna Bagdasarov, Lauren Harkrider, James F. Johnson & Michael D. Mumford - 2012 - Journal of Business Ethics 107 (1):49-64.
    Organizational leaders face environmental challenges and pressures that put them under ethical risk. Navigating this ethical risk is demanding given the dynamics of contemporary organizations. Traditional models of ethical decision-making (EDM) are an inadequate framework for understanding how leaders respond to ethical dilemmas under conditions of uncertainty and equivocality. Sensemaking models more accurately illustrate leader EDM and account for individual, social, and environmental constraints. Using the sensemaking approach as a foundation, previous EDM models are revised and extended to comprise a (...)
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