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Sean Valentine & Gary Fleischman (2004). Ethics Training and Businesspersons? Perceptions of Organizational Ethics.

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  1.  7
    Fighting Against Corruption: Does Anti-Corruption Training Make Any Difference?Christian Hauser - forthcoming - Journal of Business Ethics:1-19.
    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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  2.  6
    Flow and Information Sharing as Predictors of Ethical Selling Behavior.Sridhar Guda & Lyngdoh Teidorlang - forthcoming - Journal of Business Ethics:1-17.
    Ethical selling has been found to have significant influence on sales performance and relational selling behaviors. However, sales ethics was mostly explored through a negative lens and we depart from this tradition by using a positive lens. Using broaden-and-build theory, this paper examines the influence of flow on ethical selling. The mediating role of information sharing is also examined. Results from a study of 192 pharmaceutical salespeople in India suggest that flow influences ethical selling behavior via information sharing. The findings (...)
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  3. Three Nightmare Traits in Leaders.Reinout E. de Vries - 2018 - Frontiers in Psychology 9.
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  4.  18
    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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  5.  10
    Does the Notion of 'Doing Well by Doing Good' Prevail Among Entrepreneurial Ventures in a Developing Nation?Noor Hazlina Ahmad & T. Ramayah - 2012 - Journal of Business Ethics 106 (4):479-490.
    The rise in ethical and social responsibility awareness in contemporary businesses has led to assumptions that the associated behaviours would enable competitive advantage to be attained as a firm distinguishes itself from its competitors through such practices. This paper reports on a study conducted on the prevalence of such practices among entrepreneurial ventures in an emerging economy (Malaysia), and the effect of such practices on both financial and non-financial performance. A sequential inter-method mixing design was employed in which during stage (...)
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  6.  18
    Small-Business Owner-Managers' Perceptions of Business Ethics and CSR-Related Concepts.Yves Fassin, Annick Van Rossem & Marc Buelens - 2011 - Journal of Business Ethics 98 (3):425-453.
    Recent academic articles point to an increased vagueness and overlap in concepts related to business ethics and corporate responsibility. Further, the perception of these notions can differ in the smallbusiness world from the original academic definitions. This article focuses on the cognition of small-business owner-managers. Given the impact of small-business owner-managers on their ventures, corporate responsibility and ethical issues can take a different route in SMEs. The small-business owner-manager is able to shape the corporate culture and to enact values other (...)
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  7.  39
    Configuration of External Influences: The Combined Effects of Institutions and Stakeholders on Corporate Social Responsibility Strategies. [REVIEW]Min-Dong Paul Lee - 2011 - Journal of Business Ethics 102 (2):281-298.
    This article introduces a theoretical framework that combines institutional and stakeholder theories to explain how firms choose their corporate social responsibility (CSR) strategy. Organizational researchers have identified several distinct CSR strategies (e.g., obstructionist, defensive, accommodative, and proactive), but did not explain the sources of divergence. This article argues that the divergence comes from the variability in the configuration of external influences that consists of institutional and stakeholder pressures. While institutions affect firms’ social behavior by shaping the macro-level incentive structure and (...)
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  8.  90
    Improving the “Leader–Follower” Relationship: Top Manager or Supervisor? The Ethical Leadership Trickle-Down Effect on Follower Job Response.Pablo Ruiz, Carmen Ruiz & Ricardo Martínez - 2011 - Journal of Business Ethics 99 (4):587-608.
    Since time immemorial, the phenomenon of leadership and its understanding has attracted the attention of the business world because of its important role in human groups. Nevertheless, for years efforts to understand this concept have only been centred on people in leadership roles, thus overlooking an important aspect in its understanding: the necessary moral dimension which is implicit in the relationship between leader and follower. As an illustrative example of the importance of considering good morality in leadership, an empirical study (...)
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  9.  49
    MNC Strategic Responses to Ethical Pressure: An Institutional Logic Perspective.Justin Tan & Liang Wang - 2011 - Journal of Business Ethics 98 (3):373-390.
    In this study, we aim to investigate how multinational corporations (MNCs) balance ethical pressures from both the home and host countries. Drawing on theories from institutional theory, international business, and business ethics, we build a theoretical framework to explain the ethical behavior of MNCs. We apply the institutional logic concept to examine how MNCs with established logics and principles that have grown in the home country respond to local ethical expectations in the host country. We differentiate the core values from (...)
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  10.  6
    The Effect of Home and Host Country Cultures on the Manager's Individual Decision Making Related to Ethical Issues in a MNC.Virginija Kliukinskaite Vigil - 2011 - International Journal of Business Governance and Ethics 6 (1):1.
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  11.  8
    Investigating the Effects of Gender on Consumers’ Moral Philosophies and Ethical Intentions.Connie R. Bateman & Sean R. Valentine - 2010 - Journal of Business Ethics 95 (3):393-414.
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  12.  4
    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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  13.  71
    Individual and Organizational Antecedents of Misconduct in Organizations.Nicole Andreoli & Joel Lefkowitz - 2009 - Journal of Business Ethics 85 (3):309-332.
    A heterogeneous survey sample of for-profit, non-profit and government employees revealed that organizational factors but not personal characteristics were significant antecedents of misconduct and job satisfaction. Formal organizational compliance practices and ethical climate were independent predictors of misconduct, and compliance practices also moderated the relationship between ethical climate and misconduct, as well as between pressure to compromise ethical standards and misconduct. Misconduct was not predicted by level of moral reasoning, age, sex, ethnicity, job status, or size and type of organization. (...)
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  14.  4
    Ethics Programs, Perceived Corporate Social Responsibility and Job Satisfaction.Sean Valentine & Gary Fleischman - 2008 - Journal of Business Ethics 77 (2):159-172.
    Companies offer ethics codes and training to increase employees' ethical conduct. These programs can also enhance individual work attitudes because ethical organizations are typically valued. Socially responsible companies are likely viewed as ethical organizations and should therefore prompt similar employee job responses. Using survey information collected from 313 business professionals, this exploratory study proposed that perceived corporate social responsibility would mediate the positive relationships between ethics codes/training and job satisfaction. Results indicated that corporate social responsibility fully or partially mediated the (...)
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  15.  8
    The Ethical Decision Making of Men and Women Executives in International Business Situations.Sean R. Valentine & Terri L. Rittenburg - 2007 - Journal of Business Ethics 71 (2):125-134.
    While a number of studies have examined the impact of gender/sex on ethical decision-making, the findings of this body of research do not provide consistent answers. Furthermore, very few of these studies have incorporated cross-cultural samples. Consequently, this study of 222 American and Spanish business executives explored sex differences in ethical judgments and intentions to act ethically. While no significant differences between males and females were found with respect to ethical judgments, females exhibited higher intentions to act more ethically than (...)
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