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  1. Measuring and Differentiating Perceptions of Supervisor and Top Leader Ethics.Janet L. Kottke & Kathie L. Pelletier - 2013 - Journal of Business Ethics 113 (3):415-428.
    We report the results of two studies that evaluated the perceptions of supervisor and top leader ethics. In our first study, we re-analyzed data from Pelletier and Bligh (J Bus Ethics 67:359–374, 2006) and found that the Perceptions of Ethical Leadership Scale from that study could be used to differentiate perceptions of supervisor and top leader ethics. In a second study with a different sample, we examined the relationships between (1) individual employees’ perceptions of top managers’ and immediate supervisors’ ethical (...)
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  • Ethical Code Effectiveness in Football Clubs: A Longitudinal Analysis.Bram Constandt, Els De Waegeneer & Annick Willem - 2019 - Journal of Business Ethics 156 (3):621-634.
    As football clubs are facing different ethical challenges, many clubs are turning to ethical codes to counteract unethical behaviour. However, both in- and outside the sport field, uncertainty remains about the effectiveness of these ethical codes. For the first time, a longitudinal study design was adopted to evaluate code effectiveness. Specifically, a sample of non-professional football clubs formed the subject of our inquiry. Ethical code effectiveness was assessed by the measurement of the ethical climate. A repeated-measurements ANOVA revealed a positive (...)
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  • Innovative Ethics Officers as Drivers of Effective Ethics Programs: An Empirical Study in the Netherlands.Sjoerd Hogenbirk & Desirée H. Van Dun - 2021 - Business Ethics: A European Review 30 (1):76-89.
    Business Ethics: A European Review, EarlyView.
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  • Ethical Decision-Making: Learning From Prominent Leaders in Not-for-Profit Organisations.Marie Stephenson - 2017 - Dissertation, University of Worcester
    Ethically questionable leader conduct continues to garner headlines. It has prompted the leadership field to renew their focus on research regarding the ethical dimensions of leadership. Empirical emphases have focused on understanding negative leader behaviour, with the typical leadership study reliant upon positivist approaches. I critique these studies as not having produced meaningful, practicable or wholly relevant insights regarding the challenges and support mechanisms required to lead ethically. Few studies have in fact examined leadership in not-for-profit organisations where decisions might (...)
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  • Advancing Ethics in Public Organizations: The Impact of an Ethics Program on Employees' Perceptions and Behaviors in a Regional Council. [REVIEW]Itai Beeri, Rachel Dayan, Eran Vigoda-Gadot & Simcha B. Werner - 2013 - Journal of Business Ethics 112 (1):59-78.
    Ethics in public administration has been a subject of growing interest for both researchers and practitioners interested in the future of governance. This study examined the relationship between ethics and performance in local governance. We tested the effects over time of an ethics program on employees' perceptions (awareness of the code of ethics, ethical leadership, inclusion of employees in ethical decision making [EDM], ethical climate [EC], organizational commitment, and quality of work life [QWL]) and behavior (organizational citizenship behavior) in one (...)
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  • When Organizations Don’T Walk Their Talk: A Cross-Level Examination of How Decoupling Formal Ethics Programs Affects Organizational Members.D. Kip Holderness, Barrie E. Litzky & Tammy MacLean - 2015 - Journal of Business Ethics 128 (2):351-368.
    This research illustrates dangers inherent in the gap created when organizations decouple ethics program adoption from implementation. Using a sample of 182 professionals in the pharmaceutical and financial services industries, we examine the relationship between structural decoupling of formal ethics programs and individual-level perceptions and behavior. Findings strongly support the hypothesized relationships between decoupling and organizational members’ legitimacy perceptions of the ethics program, psychological contract breach, organizational cynicism, and unethical behavior.
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  • Research Note and Review of the Empirical Ethical Decision-Making Literature: Boundary Conditions and Extensions.Nitish Singh, Yung-Hwal Park & Kevin Lehnert - 2015 - Journal of Business Ethics 129 (1):195-219.
    In business ethics, there is a large body of literature focusing on the conditions, factors, and influences in the ethical decision-making processes. This work builds upon the past critical reviews by updating and extending the literature review found in Craft’s :221–259, 2013) study, extending her literature review to include a total of 141 articles. Since past reviews have focused on categorizing results based upon various independent variables, we instead synthesize and look at the trends of these based upon the four (...)
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  • 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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  • The Aftermath of Organizational Corruption: Employee Attributions and Emotional Reactions.Kathie L. Pelletier & Michelle C. Bligh - 2008 - Journal of Business Ethics 80 (4):823-844.
    Employee attributions and emotional reactions to unethical behavior of top leaders in an organization recently involved in a highly publicized ethics scandal were examined. Participants (n = 76) from a large southern California government agency completed an ethical climate assessment. Secondary data analysis was performed on the written commentary to an open-ended question seeking employees' perceptions of the ethical climate. Employees attributed the organization's poor ethical leadership to a number of causes, including: lack of moral reasoning, breaches of trust, hypocrisy, (...)
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  • Fighting Against Corruption: Does Anti-Corruption Training Make Any Difference?Christian Hauser - 2019 - Journal of Business Ethics 159 (1):281-299.
    Corruption continues to represent a tenacious challenge to internationally active companies. According to prevailing international anti-corruption standards, a company can be held criminally liable if it does not put all necessary and reasonable organizational measures in place to prevent corruption. The regular training of employees is considered one of the most effective ways to prevent corruption. Employee training is considered helpful in efforts to minimize the risk of employees becoming involved in corrupt behavior. With this idea in mind and building (...)
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  • Professional and Institutional Morality: Building Ethics Programmes on the Dual Loyalty of Academic Professionals.Andre Nijhof, Celeste Wilderom & Marlies Oost - 2012 - Ethics and Education 7 (1):91 - 109.
    Most professionals have the arduous task of managing their own dual loyalty: in one contextual relationship, they are members of a profession while simultaneously they are employed as members of a locally established organisation. This sense of a dual loyalty has to be taken into account when professional bureaucracies develop ethics programmes. This article focuses on universities. Accounting for the dual loyalty of academic professionals, it is the objective of the study to contribute to the most appropriate ethics programmes in (...)
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