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  1. Managers’ Moral Struggle: A Case Study on Ethical Dilemmas and Ethical Decision-Making in the Context of Immigration.Ida Okkonen & Tuomo Takala - forthcoming - Ethics and Social Welfare:1-17.
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  • Is Formal Ethics Training Merely Cosmetic? A Study of Ethics Training and Ethical Organizational Culture.Danielle E. Warren, Joseph P. Gaspar & William S. Laufer - 2014 - Business Ethics Quarterly 24 (1):85-117.
  • Is Formal Ethics Training Merely Cosmetic? A Study of Ethics Training and Ethical Organizational Culture.Danielle E. Warren, Joseph P. Gaspar & William S. Laufer - 2014 - Business Ethics Quarterly 24 (1):85-117.
    U.S. Organizational Sentencing Guidelines provide firms with incentives to develop formal ethics programs to promote ethical organizational cultures and thereby decrease corporate offenses. Yet critics argue such programs are cosmetic. Here we studied bank employees before and after the introduction of formal ethics training—an important component of formal ethics programs—to examine the effects of training on ethical organizational culture. Two years after a single training session, we find sustained, positive effects on indicators of an ethical organizational culture . While espoused (...)
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  • A Framework for Managing and Assessing Ethics in Namibia: An Internal Audit Perspective.Nolan Angermund & Kato Plant - 2017 - African Journal of Business Ethics 11 (1).
    The Namibian Governance Code was implemented in 2014 and calls for organisations to manage ethics effectively. This study proposes an ethics framework that can be used by management to build an ethical culture and used by internal auditors to assess the effectiveness of an organisation’s ethical culture. Data was collected from managers and senior internal auditors in the financial services industry, based on their views of the proposed ethics framework. Management agreed that such a framework could contribute to building an (...)
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  • The Ethical Environment of Tax Professionals: Partner and Non-Partner Perceptions and Experiences. [REVIEW]Donna D. Bobek, Amy M. Hageman & Robin R. Radtke - 2010 - Journal of Business Ethics 92 (4):637 - 654.
    This article examines perceptions of tax partners and non-partner tax practitioners regarding their CPA firms' ethical environment, as well as experiences with ethical dilemmas. Prior research emphasizes the importance of executive leadership in creating an ethical climate (e.g., Weaver et al., Acad Manage Rev 42(1): 41-57, 1999; Trevino et al., Hum Relat 56(1): 5-37, 2003; Schminke et al., Organ Dyn 36(2): 171-186, 2007). Thus, it is important to consider whether firm partners and other employees have congruent perceptions and experiences. Based (...)
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  • New Directions in Legal Scholarship.Alan Strudler - 2010 - Business Ethics Quarterly 20 (3):503-531.
    Legal scholars and business ethicists are interested in many of the same core issues regarding human and firm behavior. The vast amount of legal research being generated by nearly 10,000 law school and business law scholars will inevitably influence business ethics research. This paper describes some of the recent trends in legal scholarship and explores its implications for three significant aspects of business ethics research—methodology, theory, and policy.
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  • Moral Agents in Organisations? The Significance of Ethical Organisation Culture for Middle Managers’ Exercise of Moral Agency in Ethical Problems.Minna-Maaria Hiekkataipale & Anna-Maija Lämsä - 2019 - Journal of Business Ethics 155 (1):147-161.
    This paper investigates qualitatively the significance of different dimensions of ethical organisation culture for the exercise of middle managers’ moral agency in ethical problems. The research draws on the social cognitive theory of morality and on the corporate ethical virtues model. This study broadens understanding of the factors which enable or constrain managers’ potential for moral agency in organisations, and shows that an insufficient ethical organisational culture may contribute to indifference towards ethical issues, the experiencing of moral conflicts, lack of (...)
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  • Do Ethical Leaders Get Ahead?Michael E. Brown - 2010 - Business Ethics Quarterly 20 (2):215-236.
    Despite sustained attention to ethical leadership in organizations, scholarship remains largely descriptive. This study employs an empirical approach to examine the consequences of ethical leadership on leader promotability. From a sample of ninety-six managers from two independent organizations, we found that ethical leaders were increasingly likely to be rated by their superior as exhibiting potential to reach senior leadership positions. However, leaders who displayed increased ethical leadership were no more likely to be viewed as promotable in the near-term compared to (...)
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  • Level of Coherence Among Ethics Program Components and Its Impact on Ethical Intent.Pablo Ruiz, Ricardo Martinez, Job Rodrigo & Cristina Diaz - 2015 - Journal of Business Ethics 128 (4):725-742.
    Three ethics program components, a code of ethics, ethics training initiatives and ethics-oriented performance appraisal content, were examined for their relationship to ethical intent using a sample of 525 employees from the Spanish financial services industry. As expected, all three components contributed to the prediction of ethical intent. Importantly, clusters of employees who reported experiencing distinct combinations of the program components were identified and compared for their level of ethical intent. Employees who perceived all three components to be strongly implemented (...)
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  • The Influence of Roles and Organizational Fit on Accounting Professionals’ Perceptions of Their Firms’ Ethical Environment.Donna D. Bobek, Amy M. Hageman & Robin R. Radtke - 2015 - Journal of Business Ethics 126 (1):125-141.
    A public accounting firm’s ethical environment has an important role in encouraging ethical behavior, but prior research has shown that firm leaders perceive the ethical environment of their firms to be stronger than do non-leaders : 637–654, 2010). This study draws on several research streams in management to investigate the reasons behind this discrepancy. Our online questionnaire was completed by 139 accounting professionals. We find that when non-leader accounting professionals believe that they have a meaningful role in shaping and maintaining (...)
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  • Do as I Say : Ethical Leadership Through the Eyes of Lower Ranks.John Pucic - 2015 - Journal of Business Ethics 129 (3):655-671.
  • Reconciling Different Views on Responsible Leadership: A Rationality-Based Approach. [REVIEW]Christof Miska, Christian Hilbe & Susanne Mayer - 2014 - Journal of Business Ethics 125 (2):1-12.
    Business leaders are increasingly responsible for the societal and environmental impacts of their actions. Yet conceptual views on responsible leadership differ in their definitions and theoretical foundations. This study attempts to reconcile these diverse views and uncover the phenomenon from a business leader’s point of view. Based on rational egoism theory, this article proposes a formal mathematical model of responsible leadership that considers different types of incentives for stakeholder engagement. The analyses reveal that monetary and instrumental incentives are neither sufficient (...)
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  • Mid-Level Managers, Organizational Context, and (Un)Ethical Encounters.Kathy Lund Dean, Jeri Mullins Beggs & Timothy P. Keane - 2010 - Journal of Business Ethics 97 (1):51–69.
    This article details day-to-day ethics issues facing MBAs who occupy entry-level and mid-level management positions and offers defined examples of the stressors these managers face. The study includes lower-level managers, essentially excluded from extant literature, and focuses on workplace behaviors both undertaken and observed. Results indicate that pressures from internal organization sources, and ambiguity in letter versus spirit of rules, account for over a third of the most frequent unethical situations encountered, and that most managers did not expect to face (...)
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  • What Should a Manager Like Me Do in a Situation Like This? Strategies for Handling Ethical Problems From the Viewpoint of the Logic of Appropriateness.Minna-Maaria Hiekkataipale & Anna-Maija Lämsä - 2017 - Journal of Business Ethics 145 (3):457-479.
    In this research, we argue that managers have various strategies for handling complex ethical problems and that these strategies are formed according to the logic of appropriateness. First, we will show through a qualitative empirical study the different strategies that are used for handling ethical problems. Five types of strategies are identified in this study: mediating, principled, isolation, teaching and bystanding. Secondly, we will investigate the types of ethical approaches which managers reveal when handling ethical problems. Thirdly, we will discuss (...)
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  • Supervisor-Subordinate Agreement on Ethical Leadership: An Investigation of its Antecedents and Relationship to Organizational Deviance.Maribeth Kuenzi, Michael E. Brown, David M. Mayer & Manuela Priesemuth - 2019 - Business Ethics Quarterly 29 (1):25-53.
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  • 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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  • How Did You Like This Course? The Advantages and Limitations of Reaction Criteria in Ethics Education.Megan R. Turner, Logan L. Watts, Logan M. Steele, Tyler J. Mulhearn, Brett S. Torrence, E. Michelle Todd, Michael D. Mumford & Shane Connelly - 2018 - Ethics and Behavior 28 (6):483-496.
    Ethics courses are most commonly evaluated using reaction measures. However, little is known about the specific types of reaction data being collected and how these reaction data relate to improvements in trainee performance. Using a sample of 381 ethics training sessions, major reaction data categories were identified. Content and course satisfaction were the most frequently collected types of reaction criteria. Furthermore, content relevance and course satisfaction showed strong, positive relationships with performance criteria, whereas content satisfaction demonstrated a moderate, negative relationship. (...)
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  • Are Workers More Likely to Be Deviant Than Managers? A Cross-National Analysis.Chung-wen Chen - 2014 - Journal of Business Ethics 123 (2):1-13.
    Using Robert Merton’s perspective on social structure [Social theory and structure. Free Press, New York, 1968], this study tested the individual-level association between job position and ethical reasoning. Anomie theory was employed to examine how country-level factors moderate that individual-level association. The hierarchical linear modeling (HLM) method was used to analyze 22,359 subjects from 28 nations. The statistical results proved that workers are more likely to justify ethically suspect behaviors, and that this individual-level relationship is moderated by the country-level factors (...)
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  • Mid-Level Managers, Organizational Context, and Ethical Encounters.Kathy Lund Dean, Jeri Mullins Beggs & Timothy P. Keane - 2010 - Journal of Business Ethics 97 (1):51-69.
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  • Assessing the “Tone at the Top”: The Moral Reasoning of CEOs in the Automobile Industry.James Weber - 2010 - Journal of Business Ethics 92 (2):167-182.
    Relying on an expanded view of leadership and the moral reasoning framework developed by Lawrence Kohlberg (1981), this study explores the moral reasoning of the chief executive officers at the 11 largest automobile manufacturers in the world. Using the CEO's letter to their stakeholders found in the organizations' annual social responsibility reports, the CEOs' moral reasoning is compared to other managers' moral reasoning, and the moral reasoning exhibited within the CEO group is analyzed for differences due to regional location. Contrary (...)
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  • Action and Ethics Education.Robert Liebler - 2010 - Journal of Academic Ethics 8 (2):153-160.
    This paper provides a model for testing the relation between a particular action (cheating) and ethics education. The test is for a difference in the incidence of cheating (answer copying) between two groups: students who have and students who have not taken a course in ethics. The model facilitates testing by obtaining a relation between the unobservable variable (cheating) and an observable variable (a wrong answer on the target question which is the same as the answer of a nearby student). (...)
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