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Marianne Jennings (2006). The Seven Signs of Ethical Collapse: How to Spot Moral Meltdowns in Companies-- Before It's Too Late.

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  1.  11
    Media Bias and the Persistence of the Expectation Gap: An Analysis of Press Articles on Corporate Fraud.Jeffrey Cohen, Yuan Ding, Cédric Lesage & Hervé Stolowy - 2017 - Journal of Business Ethics 144 (3):637-659.
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    Corporate Fraud and Managers’ Behavior: Evidence From the Press.Jeffrey Cohen, Yuan Ding, Cédric Lesage & Hervé Stolowy - 2010 - Journal of Business Ethics 95 (S2):271-315.
    Based on evidence from press articles covering 39 corporate fraud cases that went public during the period 1992-2005, the objective of this article is to examine the role of managers' behavior in the commitment of the fraud. This study integrates the fraud triangle (FT) and the theory of planned behavior (TPB) to gain a better understanding of fraud cases. The results of the analysis suggest that personality traits appear to be a major fraud-risk factor. The analysis was further validated through (...)
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    Marcus Aurelius, the Stoic Ethic, and Adam Smith.Harold B. Jones - 2010 - Journal of Business Ethics 95 (1):89 - 96.
    In The Theory of Moral Sentiments (TMS) Adam Smith draws on the Stoic idea of a Providence that uses everything for the good of the whole. The process is often painful, so the Stoic ethic insisted on conscious cooperation. Stoic ideas contributed to the rise of science and enjoyed wide popularity in Smith's England. Smith was more influenced by the Stoicism of his professors than by the Epicureanism of Hume. In TMS, Marcus Aurelius's "helmsman" becomes the "impartial spectator," who judges (...)
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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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