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  1. “Just Say You’Re Sorry”: Avoidance and Revenge Behavior in Response to Organizations Apologizing for Fraud.Michael J. Wynes - forthcoming - Journal of Business Ethics:1-23.
    Using two experiments, I examine how apologizing for fraud influences investor's avoidance and revenge behavior. Investors in experiment one report how many shares they would sell and how likely they would be to pursue legal punishment after discovering fraud has occurred in an organization they are currently invested in and subsequently reading about management's response to the fraud. I manipulate the nature of fraud as fraudulent financial reporting or asset misappropriation. I also manipulate whether management apologizes, scapegoats responsibility, or remains (...)
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  • Compliance Through Company Culture and Values: An International Study Based on the Example of Corruption Prevention.Kai D. Bussmann & Anja Niemeczek - 2019 - Journal of Business Ethics 157 (3):797-811.
    The aim of this Web-based survey of 15 German companies with an international profile was to identify which higher-level values serve as a basis for a company culture that promotes integrity and can thereby also be used to promote crime prevention. Results on about 2000 managers in German parent companies and almost 600 managers in Central and North European branch offices show that a major preventive role can be assigned to a company culture that promotes integrity. This requires a ‘tone (...)
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  • Behavioral Integrity: Examining the Effects of Trust Velocity and Psychological Contract Breach.Gretchen R. Vogelgesang, Craig Crossley, Tony Simons & Bruce J. Avolio - 2020 - Journal of Business Ethics 172 (1):175-190.
    Leader behavioral integrity is central to perceived credibility and thus to leaders’ effectiveness at fostering ethical and other climates. Our research broadens the theoretical foundation for BI research by integrating the cognitive–attributional role of trust in the formation and maintenance of leader BI perceptions. Guided by recent research on trust primacy and prior theories of fairness used to examine ethical behavior, we examine how perceptions of leader BI can be either diminished or maintained through trust velocity following a psychological contract (...)
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  • How and When Does Leader Behavioral Integrity Influence Employee Voice? The Roles of Team Independence Climate and Corporate Ethical Values.He Peng & Feng Wei - 2020 - Journal of Business Ethics 166 (3):505-521.
    Management literature has repeatedly shown that an absence of voice can have serious negative influences on team and organization performance. However, employees often withhold suggestions or advices when they have ideas, concerns, or opinions. The present study proposes leader behavioral integrity as a key antecedent of employee voice, and investigates how and when leader behavioral integrity influences employee voice. Specifically, we argue that leader behavioral integrity affects employee voice via team independence climate. In addition, we propose a moderating effect of (...)
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  • Trickle-Down Effects of Perceived Leader Integrity on Employee Creativity: A Moderated Mediation Model.He Peng & Feng Wei - 2018 - Journal of Business Ethics 150 (3):837-851.
    This study explored the relationship between the integrity of the supervisor and the manager and the creativity of employees who are below the supervisor. Drawing on social learning theory, we proposed a moderated mediation model for the trickle-down effects of perceived supervisor integrity. Using a sample of 716 employees and their supervisors, we found positive associations between both managers’ and supervisors’ integrity and employee creativity. Supervisors’ integrity partially mediates the relationship between managers’ integrity and employee creativity. In addition, supervisors’ perceptions (...)
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  • Leader and Organizational Behavioral Integrity and Follower Behavioral Outcomes: The Role of Identification Processes.Ziya Ete, Olga Epitropaki, Qin Zhou & Les Graham - forthcoming - Journal of Business Ethics:1-20.
    This paper investigates the concept of behavioral integrity from three important foci in organizational settings: i.e., leader, organization, and follower. Drawing from theories of behavioral integrity, social learning, and social identity, we examine the effects of leader and organizational behavioral integrity on follower behavioral integrity and organizational citizenship behavior via follower identification with leader and with organization, respectively. To test our hypotheses, we used data from three studies. Studies 1 and 2 were online experiments in which behavioral integrity was manipulated (...)
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  • Morality Effects and Consumer Responses to Counterfeit and Pirated Products: A Meta-Analysis.Martin Eisend - 2019 - Journal of Business Ethics 154 (2):301-323.
    Acquisition and purchase of counterfeit and pirated products are illicit and morally questionable consumer behaviors. Nonetheless, some consumers engage in such illicit behavior and seem to overcome the moral dilemma by justification strategies. The findings on morality effects on consumer responses to counterfeit and pirated products are diverse, and the underlying theories provide no clear picture of the process that explains how morality and justification lead to particular consumer responses or why consumers differ in their responses. This study presents a (...)
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  • A Multifocal and Integrative View of the Influencers of Ethical Attitudes Using Qualitative Configurational Analysis.Nicole A. Celestine, Catherine Leighton & Chris Perryer - 2020 - Journal of Business Ethics 162 (1):103-122.
    Ethical attitudes and behaviour are complex. This complexity extends to the influencers operating at different levels both outside and within the organisation, and in different combinations for different individuals. There is hence a growing need to understand the proximal and distal influencers of ethical attitudes, and how these operate in concert at the individual, organisational, and societal levels. Few studies have attempted to combine these main research streams and systematically examine their combined impact. The minority of studies that have taken (...)
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  • Does Participative Leadership Matters in Employees’ Outcomes During COVID-19? Role of Leader Behavioral Integrity.Muhammad Usman, Usman Ghani, Jin Cheng, Tahir Farid & Sadaf Iqbal - 2021 - Frontiers in Psychology 12.
    The coronavirus pandemic has badly affected the social, physical, and emotional health of workers, especially those working in the healthcare sectors. Drawing on social exchange theory, we investigated the effects of participative leadership on employees’ workplace thriving and helping behaviors among frontline workers during the COVID-19 pandemic. In addition, we examined the moderating role of a leader’s behavioral integrity in strengthening the relationship between participative leadership, and employees’ workplace thriving and helping behaviors. By using a two-wave time-lagged design and data (...)
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  • Validation of a German Version of the Ethical Leadership at Work Questionnaire by Kalshoven Et Al.Barbara Steinmann, Annika Nübold & Günter W. Maier - 2016 - Frontiers in Psychology 7.
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  • Tapping the Power of Employee Perceptions.Björn Dominik Matthaei - 2019 - Dissertation, LMU München
    Organizations more and more attempt to utilize employee survey data for evidence-based management and organizational change. However, employee survey models are often underdeveloped in structure and seldom systematically validated, what limits their value for these purposes. The aim of the presented thesis was to address this gap with three studies developing, validating and applying the first published integrative science-based employee survey process model. Based on a review of scientific employee survey models, in the first study, seven potential process models are (...)
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  • What is in It for Me? Middle Manager Behavioral Integrity and Performance.Sean A. Way, Tony Simons, Hannes Leroy & Elizabeth A. Tuleja - 2018 - Journal of Business Ethics 150 (3):765-777.
    We propose that middle managers’ perceived organizational support enhances their performance through the sequential mediation of their behavioral integrity and follower organizational citizenship behaviors. We test our model with data collected from middle managers, their direct subordinates, and their direct superiors at 18 hotel properties in China. The current study’s findings contribute to the existing literature on perceived organizational support and behavioral integrity. They also add a practical self-interest argument for middle managers’ efforts to maintain their word-action alignment by demonstrating (...)
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