Switch to: References

Add citations

You must login to add citations.
  1. Ethical Challenges Within Veterans Administration Healthcare Facilities: Perspectives of Managers, Clinicians, Patients, and Ethics Committee Chairpersons.Mary Beth Foglia, Robert A. Pearlman, Melissa Bottrell, Jane K. Altemose & Ellen Fox - 2009 - American Journal of Bioethics 9 (4):28-36.
    To promote ethical practices, healthcare managers must understand the ethical challenges encountered by key stakeholders. To characterize ethical challenges in Veterans Administration (VA) facilities from the perspectives of managers, clinicians, patients, and ethics consultants. We conducted focus groups with patients (n = 32) and managers (n = 38); semi-structured interviews with managers (n = 31), clinicians (n = 55), and ethics committee chairpersons (n = 21). Data were analyzed using content analysis. Managers reported that the greatest ethical challenge was fairly (...)
    Direct download (3 more)  
     
    Export citation  
     
    Bookmark   9 citations  
  • The Moral Entrepreneur: A New Component of Ethical Leadership.Muel Kaptein - 2019 - Journal of Business Ethics 156 (4):1135-1150.
    Ethical leadership has become a popular subject of empirical research in recent years. Most studies follow Brown et al.’s definition of ethical leadership, which consists of two components: the moral person and the moral manager. In this paper, I argue for a third relevant component: i.e., the moral entrepreneur who creates a new ethical norm. Viewing moral entrepreneurship as a new component of ethical leadership opens up avenues for studying various antecedents and outcomes of ethical leadership that have not been (...)
    Direct download (2 more)  
     
    Export citation  
     
    Bookmark  
  • The Effect of Organizational Forces on Individual Morality: Judgment, Moral Approbation, and Behavior.Thomas M. Jones & Lori Verstegen Ryan - 1998 - Business Ethics Quarterly 8 (3):431-445.
    To date, our understanding of ethical decision making and behavior in organizations has been concentrated in the area of moraljudgment, largely because of the hundreds of studies done involving cognitive moral development. This paper addresses the problemof our relative lack of understanding in other areas of human morality by applying a recently developed construct—moral approbation—to illuminate the link between moral judgment and moral action. This recent work is extended here by exploring the effect thatorganizations have on ethical behavior in terms (...)
    Direct download (5 more)  
     
    Export citation  
     
    Bookmark   24 citations  
  • Organisational Whistleblowing Policies: Making Employees Responsible or Liable?Eva E. Tsahuridu & Wim Vandekerckhove - 2008 - Journal of Business Ethics 82 (1):107-118.
    This paper explores the possible impact of the recent legal developments on organizational whistleblowing on the autonomy and responsibility of whistleblowers. In the past thirty years numerous pieces of legislation have been passed to offer protection to whistleblowers from retaliation for disclosing organisational wrongdoing. An area that remains uncertain in relation to whistleblowing and its related policies in organisations, is whether these policies actually increase the individualisation of work, allowing employees to behave in accordance with their conscience and in line (...)
    Direct download (5 more)  
     
    Export citation  
     
    Bookmark   7 citations  
  • Linking Linear/Nonlinear Thinking Style Balance and Managerial Ethical Decision-Making.Kevin Groves, Charles Vance & Yongsun Paik - 2008 - Journal of Business Ethics 80 (2):305-325.
    This study presents the results of an empirical analysis of the relationship between managerial thinking style and ethical decision-making. Data from 200 managers across multiple organizations and industries demonstrated that managers predominantly adopt a utilitarian perspective when forming ethical intent across a series of business ethics vignettes. Consistent with expectations, managers utilizing a balanced linear/nonlinear thinking style demonstrated a greater overall willingness to provide ethical decisions across ethics vignettes compared to managers with a predominantly linear thinking style. However, results comparing (...)
    Direct download (5 more)  
     
    Export citation  
     
    Bookmark   11 citations  
  • Investigating Socialization, Work-Related Norms, and the Ethical Perceptions of Marketing Practitioners.Nicholas McClaren, Stewart Adam & Andrea Vocino - 2010 - Journal of Business Ethics 96 (1):95 - 115.
    This study examines the influence of socialization on work-related norms (WORKNORM).We tested the hypothesis that organizational (ORGSOC) and professional socialization (PROFSOC) are antecedent influences on WORKNORM, employing a sample of 339 marketing practitioners. The results of covariance structural analysis indicate that ORGSOC and PROFSOC and WORKNORM are discriminant constructs within the tested model. The study also reveals that the influence of ORGSOC on WORKNORM is stronger than the influence of PROFSOC on these same norms.Because this social learning occurs in work-related (...)
    Direct download (4 more)  
     
    Export citation  
     
    Bookmark   4 citations  
  • The Impact of the Work Environment on Ethical Decision Making: Some Australian Evidence. [REVIEW]Geoffrey Soutar, Margaret M. McNeil & Caron Molster - 1994 - Journal of Business Ethics 13 (5):327 - 339.
    Business ethics has emerged in recent years as a field of significant scholarly endeavour. Particularly well documented is the existence of ethical conflict at work and the reported inseparability of business decisions and moral consequences. However, to date, the majority of studies have been conducted in the American business context.This paper examines the concept of ethical conflict as experienced by employees in the Australian context. According to a sample of Western Australian managers, ethical conflicts at work do occur — with (...)
    Direct download (5 more)  
     
    Export citation  
     
    Bookmark   27 citations  
  • Comparative Analysis of Jones’ and Kelley’s Ethical Decision-Making Models.Yi-Ming Yu - 2015 - Journal of Business Ethics 130 (3):573-583.
    Direct download (2 more)  
     
    Export citation  
     
    Bookmark   3 citations  
  • 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 (...)
    Direct download (6 more)  
     
    Export citation  
     
    Bookmark   25 citations  
  • Ethical Leadership and Global Citizenship: Considerations for a Just and Sustainable Future. [REVIEW]Deborah C. Poff - 2010 - Journal of Business Ethics 93 (S1):9 - 14.
    This article discusses issues of social and distributive justice in the context of global capitalism in the twenty-first century and the necessity of incorporating values-clarification and ethical leadership as part of the core curriculum for university graduates.
    Direct download (4 more)  
     
    Export citation  
     
    Bookmark   9 citations  
  • The Routes of Moral Development and the Impact of Exposure to the Milgram Obedience Study.Jerry Paul Sheppard & Marnie Young - 2007 - Journal of Business Ethics 75 (4):315-333.
    This article examines how business students route themselves through the process of cognitive moral development (CMD) to arrive at a more autonomous level of CMD when there is an impetus to do so. In this study, two groups were given Rest’s Defining Issues Test; half the test 1 week and half three weeks later. In between, one group viewed a film of Milgram’s obedience study as a stimulus towards a more autonomous level of CMD. The results of the analysis indicate (...)
    Direct download (6 more)  
     
    Export citation  
     
    Bookmark   3 citations  
  • The Influence of Stated Organizational Concern Upon Ethical Decision Making.Gene R. Laczniak & Edward J. Inderrieden - 1987 - Journal of Business Ethics 6 (4):297 - 307.
    This experimental study evaluated the influence of stated organizational concern for ethical conduct upon managerial behavior. Using an in-basket to house the manipulation, a sample of 113 MBA students with some managerial experience reacted to scenarios suggesting illegal conduct and others suggesting only unethical behavior. Stated organizational concern for ethical conduct was varied from none (control group) to several other situations which included a high treatment consisting of a Code of Ethics, an endorsement letter by the CEO and specific sanctions (...)
    Direct download (5 more)  
     
    Export citation  
     
    Bookmark   57 citations  
  • Means or Ends? Ethical Decision Frameworks in the Western Australian Public Service.Allan Peachment, Margaret McNeil, Geoff Soutar & Caron Molster - 1995 - Journal of Business Ethics 14 (8):629 - 641.
    The paper analyses results from a questionnaire-based survey of ethical behavior of members of the Western Australian Senior Executive Service. Relating to definitions of deontology (duty) and teleology (ends over means) the study examines the validity of three hypotheses on ethical behaviour/decision making frameworks. Longitudinal data is related to the 1983–90WA Inc period. The study establishes that SES managers apply ethical frameworks in order to understand the meaning of: ethical behaviour and that there are groups of managers with distinct understandings (...)
    Direct download (5 more)  
     
    Export citation  
     
    Bookmark