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Andrew J. Felo (2001). Ethics Programs, Board Involvement, and Potential Conflicts of Interest in Corporate Governance.

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  1. Influence of Formal Ethics Program Components on Managerial Ethical Behavior.Anna Remišová, Anna Lašáková & Zuzana Kirchmayer - forthcoming - Journal of Business Ethics:1-16.
    The article deals with the influence of organizational ethics program components on managerial ethical behavior. The main aim was to establish which EP components are perceived as valuable and useful to foster the ethical behavior of managers. Moreover, we also aimed to investigate the role of ethics training in this context and to explore whether it can potentially increase managers’ trust in EP components as effective tools for the promotion of ethical behavior. The article advances the EP theory in several (...)
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  2.  12
    Culture, Marketization, and Owner-Manager Agency Costs: A Case of Merchant Guild Culture in China.Xingqiang Du, Jianying Weng, Quan Zeng & Hongmei Pei - 2017 - Journal of Business Ethics 143 (2):353-386.
    This study explores cultural influence on corporate behavior employing the case of merchant guild culture in China and further the moderating role of Marketization. Using hand-collected data on merchant guild culture, we find that merchant guild culture is significantly negatively associated with owner-manager agency costs, suggesting that merchant guild culture in ancient China still has its continuous and remarkable effects on managerial behavior in contemporary corporations. This finding also implies that merchant guild culture motivates managers to upgrade the efficiency of (...)
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  3.  5
    Organizational Ethics Research: A Systematic Review of Methods and Analytical Techniques.Michael S. McLeod, G. Tyge Payne & Robert E. Evert - 2016 - Journal of Business Ethics 134 (3):429-443.
    Ethics are of interest to business scholars because they influence decisions, behaviors, and outcomes. While scholars have increasingly shown interest in business ethics as a research topic, there are a mounting number of studies that examine ethical issues at the organizational level of analysis. This manuscript reports the results of a systematic review of empirical research on organizational ethics published in a broad sample of business journals over a 33-year period. A total of 184 articles are analyzed to reveal gaps (...)
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  4.  12
    The Effectiveness of Ethics Programs: The Role of Scope, Composition, and Sequence.Muel Kaptein - 2015 - Journal of Business Ethics 132 (2):415-431.
  5.  21
    Does Religion Mitigate Tunneling? Evidence From Chinese Buddhism.Xingqiang Du - 2014 - Journal of Business Ethics 125 (2):1-29.
    In the Chinese stock market, controlling shareholders often use inter-corporate loans to expropriate a great amount of cash from listed firms, through a process called “tunneling.” Using a sample of 10,170 firm-year observations from the Chinese stock market for the period of 2001–2010, I examine whether and how Buddhism, China’s most influential religion, can mitigate tunneling. In particular, using firm-level Buddhism data, measured as the number of Buddhist monasteries within a certain radius around Chinese listed firms’ registered addresses, this study (...)
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  6.  9
    Do Independent Directors Protect Shareholder Value?Pilar Giráldez & José Manuel Hurtado - 2014 - Business Ethics: A European Review 23 (1):91-107.
    The present global financial crisis has revived the notion that competitive markets may lead some directors and executives to behave in opportunistic ways considered unethical and even illegal, through the pursuit of self-interest. This article proposes and tests an integrated model that offers new insights into the relationship between board structure, independence and firm value. By incorporating the proportion of independent directors on the board as a moderating factor in this relationship, this study contributes to a better understanding of the (...)
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  7.  8
    Does Religion Matter to Owner-Manager Agency Costs? Evidence From China.Xingqiang Du - 2013 - Journal of Business Ethics 118 (2):319-347.
    In China, Buddhism and Taoism are two major religions. Using a sample of 10,363 firm-year observations from the Chinese stock market for the period of 2001–2010, I provide strong and robust evidence that religion (i.e., Buddhism and Taoism on the whole) is significantly negatively associated with owner-manager agency costs. In particular, using firm-level religion data measured by the number of religious sites within a radius of certain distance around a listed firm’s registered address, I find that religion is significantly negatively (...)
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  8.  44
    Cultural Dimensions, Ethical Sensitivity, and Corporate Governance.Alex W. H. Chan & Hoi Yan Cheung - 2012 - Journal of Business Ethics 110 (1):45-59.
    The economic globalization process has integrated different competitive markets and pushes firms in different countries to improve their managerial and operational efficiencies. Given the recent empirical evidence for the benefits to firms and stakeholders of good corporate governance (CG) practice, it is expected that good CG practice would be a common strategy for firms in different countries to meet the increasingly intense competition; however, this is not the case. This study examines the differences in CG practices in firms across different (...)
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  9.  73
    Corporate Governance, Ethics, and the Backdating of Stock Options.Avshalom M. Adam & Mark S. Schwartz - 2009 - Journal of Business Ethics 85 (S1):225 - 237.
    Backdating of stock options is an example of an agency problem. It has emerged despite all the measures (i.e., new regulations and additional corporate governance mechanisms) aimed at addressing such problems? Beyond such negative controlling measures, a more positive empowering approach based on ethics may also be necessary. What ethical measures need to be taken to address the agency problem? What values and norms should guide the board of directors in protecting the shareholders' interests? To examine these issues, we first (...)
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  10.  36
    Business Ethics and the Decision to Adopt Golden Parachute Contracts: Empirical Evidence of Concern for All Stakeholders.Jocelyn D. Evans & Frank Hefner - 2009 - Journal of Business Ethics 86 (1):65-79.
    Golden parachutes are often viewed as a form of excessive compensation because they provide senior management with substantial payouts following an acquisition while other stakeholders are subjected to layoffs, disrupted business relationships and other negative externalities. Using a sample of S&P 500 firms, an economic and ethical justification for this type of contract is given. Golden parachutes ensure effective corporate governance that, in turn, preserve the firm's value for all stakeholders. Boards of directors enter into parachute agreements to protect recently (...)
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  11.  62
    Ethical Management, Corporate Governance, and Abnormal Accruals.Pinghsun Huang, Timothy J. Louwers, Jacquelyn Sue Moffitt & Yan Zhang - 2008 - Journal of Business Ethics 83 (3):469-487.
    Recent research has linked the reduction of abnormal accruals to corporate governance metrics. The results of these studies, however, are based on samples taken from periods prior to promulgated board independence requirements. In other words, during this time period, management not only had discretion over accounting accruals, but also significant influence over the choice of membership on the board of directors. This study suggests that ethical management practices may be a correlated omitted variable in these studies, thus resulting in causal (...)
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  12.  97
    Corporate Directors and Social Responsibility: Ethics Versus Shareholder Value.Jacob M. Rose - 2007 - Journal of Business Ethics 73 (3):319-331.
    This paper reports on the results of an experiment conducted with experienced corporate directors. The study findings indicate that directors employ prospective rationality cognition, and they sometimes make decisions that emphasize legal defensibility at the expense of personal ethics and social responsibility. Directors recognize the ethical and social implications of their decisions, but they believe that current corporate law requires them to pursue legal courses of action that maximize shareholder value. The results suggest that additional ethics education will have little (...)
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  13.  62
    Tone at the Top: An Ethics Code for Directors?Mark S. Schwartz, Thomas W. Dunfee & Michael J. Kline - 2005 - Journal of Business Ethics 58 (1-3):79-100.
    . Recent corporate scandals have focused the attention of a broad set of constituencies on reforming corporate governance. Boards of directors play a leading role in corporate governance and any significant reforms must encompass their role. To date, most reform proposals have targeted the legal, rather than the ethical obligations of directors. Legal reforms without proper attention to ethical obligations will likely prove ineffectual. The ethical role of directors is critical. Directors have overall responsibility for the ethics and compliance programs (...)
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