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  1. Managing Ethics in Higher Education: Implementing a Code or Embedding Virtue?Geoff Moore - 2006 - Business Ethics 15 (4):407-418.
    This paper reviews a publication entitled ‘Ethics Matters. Managing Ethical Issues in Higher Education’, which was distributed to all UK universities and equivalent in October 2005. The publication proposed that HEIs should put in place an institution‐wide ethical policy framework, well beyond the customary focus on research ethics, together with the mechanisms necessary to ensure its implementation. Having summarised the processes that led to the publication and the publication itself, the paper then considers whether following the now commonplace corporate practice (...)
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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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  • Ethics Programs and Ethical Culture: A Next Step in Unraveling Their Multi-Faceted Relationship.Muel Kaptein - 2009 - Journal of Business Ethics 89 (2):261-281.
    One of the main objectives of an ethics program is to improve the ethical culture of an organization. To date, empirical research treats at least one of these concepts as a one-dimensional construct. This paper demonstrates that by conceptualizing both constructs as multi-dimensional, a more in-depth understanding of the relationship between the two concepts can be achieved. Through the employment of the Corporate Ethical Virtues Model, eight dimensions of ethical culture are distinguished. Nine components of an ethics program are identified. (...)
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  • Sharing Vocabularies: Towards Horizontal Alignment of Values-Driven Business Functions.Mollie Painter, Sareh Pouryousefi, Sally Hibbert & Jo-Anna Russon - 2019 - Journal of Business Ethics 155 (4):965-979.
    This paper highlights the emergence of different ‘vocabularies’ that describe various values-driven business functions within large organizations and argues for improved horizontal alignment between them. We investigate two established functions that have long-standing organizational histories: Ethics and Compliance and Corporate Social Responsibility. By drawing upon research on organizational alignment, we explain both the need for and the potential benefit of greater alignment between these values-driven functions. We then examine the structural and socio-cultural dimensions of organizational systems through which E&C and (...)
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  • A Word to the Wise: How Managers and Policy-Makers Can Encourage Employees to Report Wrongdoing.Marcia P. Miceli, Janet P. Near & Terry Morehead Dworkin - 2009 - Journal of Business Ethics 86 (3):379 - 396.
    When successful and ethical managers are alerted to possible organizational wrongdoing, they take corrective action before the problems become crises. However, recent research [e. g., Rynes et al. (2007, Academy of Management Journal 50(5), 987-1008)] indi cates that many organizations fail to implement evidence-based practices (i. e., practices that are consistent with research findings), in many aspects of human resource management. In this paper, we draw from years of research on whistle-blowing by social scientists and legal scholars and offer concrete (...)
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  • The Influence of Distributive Justice on Lying for and Stealing From a Supervisor.Elizabeth E. Umphress, Lily Run Ren, John B. Bingham & Celile Itir Gogus - 2009 - Journal of Business Ethics 86 (4):507 - 518.
    In a controlled laboratory experiment, we found evidence for our predictions that participants who received fair distributive treatment were more likely to lie to give a supervisor a good performance evaluation than those treated unfairly, and those who received unfair distributive treatment were more likely to steal money from a supervisor than those treated fairly. We further proposed that the presence of an ethical code of conduct would moderate these relationships such that when the code was present these relationships would (...)
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  • A Meta-Analytic Investigation of Business Ethics Instruction.Ethan P. Waples, Alison L. Antes, Stephen T. Murphy, Shane Connelly & Michael D. Mumford - 2009 - Journal of Business Ethics 87 (1):133 - 151.
    The education of students and professionals in business ethics is an increasingly important goal on the agenda of business schools and corporations. The present study provides a meta-analysis of 25 previously conducted business ethics instructional programs. The role of criteria, study design, participant characteristics, quality of instruction, instructional content, instructional program characteristics, and characteristics of instructional methods as moderators of the effectiveness of business ethics instruction were examined. Overall, results indicate that business ethics instructional programs have a minimal␣impact on increasing (...)
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  • Making Sense of Whistle-Blowing's Antecedents.Brianna B. Caza - 2009 - Business Ethics Quarterly 19 (4):553-586.
    Despite a significant increase in whistle-blowing practices in work organizations, we know little about what differentiates whistle-blowers from those who observe a wrongdoing but chose not to report it. In this review article, we first highlight the arenas inwhich research on whistle-blowing has produced inconsistent results and those in which the findings have been consistent. Second, we propose that the adoption of an identity approach will help clarify the inconsistent findings and extend prior work on individual-level motives behind whistle-blowing. Third, (...)
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  • Managing Ethics in Higher Education: Implementing a Code or Embedding Virtue?Geoff Moore - 2006 - Business Ethics: A European Review 15 (4):407-418.
  • A Comparison of the Contents of the Codes of Ethics of Canada’s Largest Corporations in 1992 and 2003.Jang B. Singh - 2006 - Journal of Business Ethics 64 (1):17 - 29.
    This paper compares the findings of content analyses of the corporate codes of ethics of Canada’s largest corporations in 1992 and 2003. For both years, a modified version of a technique used in several other studies was used to determine and categorize the contents of the codes. It was found, inter alia, that, in 2003, as in 1992, more of the codes were concerned with conduct against the firm than with conduct on behalf of the firm. Among the changes from (...)
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  • Business Ethics as Self-Regulation: Why Principles That Ground Regulations Should Be Used to Ground Beyond-Compliance Norms as Well. [REVIEW]Wayne Norman - 2011 - Journal of Business Ethics 102 (S1):43-57.
    Theories of business ethics or corporate responsibility tend to focus on justifying obligations that go above and beyond what is required by law. This article examines the curious fact that most business ethics scholars use concepts, principles, and normative methods for identifying and justifying these beyond-compliance obligations that are very different from the ones that are used to set the levels of regulations themselves. Its modest proposal—a plea for a research agenda, really—is that we could reduce this normative asymmetry by (...)
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  • A Meta-Analytic Investigation of Business Ethics Instruction.Ethan P. Waples, Alison L. Antes, Stephen T. Murphy, Shane Connelly & Michael D. Mumford - 2009 - Journal of Business Ethics 87 (1):133-151.
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  • The Influence of Distributive Justice on Lying for and Stealing From a Supervisor.Elizabeth E. Umphress, Lily Run Ren, John B. Bingham & Celile Itir Gogus - 2009 - Journal of Business Ethics 86 (4):507-518.
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  • A Word to the Wise: How Managers and Policy-Makers Can Encourage Employees to Report Wrongdoing.Marcia P. Miceli, Janet P. Near & Terry Morehead Dworkin - 2009 - Journal of Business Ethics 86 (3):379-396.
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  • Influence of Formal Ethics Program Components on Managerial Ethical Behavior.Anna Remišová, Anna Lašáková & Zuzana Kirchmayer - forthcoming - Journal of Business Ethics:1-16.
    The article deals with the influence of organizational ethics program components on managerial ethical behavior. The main aim was to establish which EP components are perceived as valuable and useful to foster the ethical behavior of managers. Moreover, we also aimed to investigate the role of ethics training in this context and to explore whether it can potentially increase managers’ trust in EP components as effective tools for the promotion of ethical behavior. The article advances the EP theory in several (...)
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  • Do Corporate Codes of Ethics Reflect Issues of Societal Transformation? Western German and Slovak Companies Compared.Ingo Winkler & Anna Remišová - 2007 - Business Ethics 16 (4):419–431.
  • Dressing Up for Diffusion: Codes of Conduct in the German Textile and Apparel Industry, 1997–2010.Florian Scheiber - 2015 - Journal of Business Ethics 126 (4):559-580.
    I study the diffusion of codes of conduct in the German textile and apparel industry between 1997 and 2010. Using a longitudinal case study design, I aim to understand how the diffusion of this practice was affected by the way important “infomediaries”—a trade journal and a professional association—shaped its understanding within the industry. My results show that time-consuming processes of meaning reconstruction by these infomediaries temporarily hampered but finally facilitated the broader material diffusion of codes of conduct within the industry. (...)
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  • The Functionality of Gray Area Ethics in Organizations.John G. Bruhn - 2009 - Journal of Business Ethics 89 (2):205-214.
    All organizations have gray areas where the border between right and wrong behavior is blurred, but where a major part of organizational decision-making takes place. While gray areas can be sources of problems for organizations, they also have benefits. The author proposes that gray areas are functional in organizations. Gray areas become problematic when the process for dealing with them is flawed, when gatekeeper managers see themselves as more ethical than their peers, and when leaders, by their own inattention, inaction, (...)
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  • Mapping Our Progress: Identifying, Categorizing and Comparing Universities' Ethics Infrastructures. [REVIEW]Patricia C. Kelley, Bradley R. Agle & Jason DeMott - 2005 - Journal of Academic Ethics 3 (2-4):205-229.
    Ethics researchers have scrutinized ethical business problems, which have been demonstrated through the actions of managers at Enron, WorldCom, and Arthur Andersen, among others. In response to these business transgressions, the US government has implemented the Sarbanes–Oxley Act to shore up businesses’ ethics infrastructures. However, universities, too, struggle with ethics problems. These include NCAA (National Collegiate Athletic Association) violations, discrimination issues, sexual harassment, endowment admits, plagiarism, and research funding manipulation. Despite these problems, we have little knowledge regarding universities’ ethics infrastructures (...)
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  • Codes of Ethics, Orientation Programs, and the Perceived Importance of Employee Incorruptibility.Sean Valentine & Anthony Johnson - 2005 - Journal of Business Ethics 61 (1):45-53.
    The purpose of this study was to determine the degree to which the review of corporate ethics codes is associated with individuals’ perceptions of the importance of virtue ethics, or more specifically, employee incorruptibility. A convenience sample of individuals working for a university or one of several business organizations located in the Mountain West region of the United States was compiled with a self-report questionnaire. A usable sample of 143 persons representing both the public and private industries was secured for (...)
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  • Companies' Use of Whistle-Blowing to Detect Fraud: An Examination of Corporate Whistle-Blowing Policies. [REVIEW]Gladys Lee & Neil Fargher - 2013 - Journal of Business Ethics 114 (2):283-295.
    In order to provide an effective whistle-blowing system, it is expected that companies would provide employees with a high level of disclosure regarding the whistle-blowing process. This study investigates variation in the extent of whistle-blowing disclosures. As a measure of whistle-blowing implementation, this study further examines the provision of a hotline channel. The results suggest that the extent of whistle-blowing disclosures is positively associated with the permissibility of anonymous reporting and organisational support for whistle-blowing, the number of external directors on (...)
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  • A Two-Component Compliance and Ethics Program Model: An Empirical Application to Chilean Corporations. [REVIEW]Nicolas S. Majluf & Carolina M. Navarrete - 2011 - Journal of Business Ethics 100 (4):567 - 579.
    The rise of ethical scandals in the business world urged corporations to allocate time and resources to emphasize the ethical behavior of their managers and employees. The Model of Ethical Behavior in this article has three main assumptions: (1) the institutionalization of a Compliance and Ethics Program Model is done in terms of just two components: one Explicit and the other Implicit, (2) both components have a significant and direct influence over the ethical behavior of employees, which is represented in (...)
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  • Ethical Structures and Processes of Corporations Operating in Australia, Canada, and Sweden: A Longitudinal and Cross-Cultural Study.Goran Svensson, Greg Wood, Jang Singh, Emily Carasco & Michael Callaghan - 2009 - Journal of Business Ethics 86 (4):485 - 506.
    Based on the 'Partnership Model of Corporate Ethics' (Wood, 2002), this study examines the ethical structures and processes that are put in place by organizations to enhance the ethical business behavior of staff. The study examines the use of these structures and processes amongst the top companies in the three countries of Australia, Canada, and Sweden over two time periods (2001–2002 and 2005–2006). Subsequendy, a combined comparative and longitudinal approach is applied in the study, which we contend is a unique (...)
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  • A Kantian Perspective on the Characteristics of Ethics Programs.Norman E. Bowie - 2004 - Business Ethics Quarterly 14 (2):275-292.
    The literature contains many recommendations, both explicit and implicit, that suggest how an ethics program ought to be designed.While we recognize the contributions of these works, we also note that these recommendations are typically based on either social scientific theory or data and as a result they tend to discount the moral aspects of ethics programs. To contrast and complement these approaches, we refer to a theory of the right to identify the characteristics of an effective ethics program. We draw (...)
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  • Managing Ethics in Higher Education: Implementing a Code or Embedding Virtue?Geoff Moore - 2006 - Business Ethics 15 (4):407–418.
    This paper reviews a publication entitled ‘Ethics Matters. Managing Ethical Issues in Higher Education’, which was distributed to all UK universities and equivalent in October 2005. The publication proposed that HEIs should put in place an institution‐wide ethical policy framework, well beyond the customary focus on research ethics, together with the mechanisms necessary to ensure its implementation. Having summarised the processes that led to the publication and the publication itself, the paper then considers whether following the now commonplace corporate practice (...)
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  • Ethical Codes of Conduct in Irish Companies: A Survey of Code Content and Enforcement Procedures.Brendan O’Dwyer & Grainne Madden - 2006 - Journal of Business Ethics 63 (3):217-236.
    This paper reports on an investigation of issues surrounding the use of ethical codes/codes of conduct in Irish based companies. Using a comprehensive questionnaire survey, the paper examines the incidence, content and enforcement of codes of conduct among a sample of the top 1000 companies based in Ireland. The main findings indicate that the overall usage of codes of conduct amongst indigenous Irish companies has increased significantly from 1995 to 2000. However, in line with prior research, these codes focus primarily (...)
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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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  • It’s Lovely at the Top: Hierarchical Levels, Identities, and Perceptions of Organizational Ethics.Linda Klebe Treviño, Gary R. Weaver & Michael E. Brown - 2008 - Business Ethics Quarterly 18 (2):233-252.
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  • Codes, Ethics and Cross-Cultural Differences: Stories From the Implementation of a Corporate Code of Ethics in a MNC Subsidiary.Sven Helin & Johan Sandström - 2008 - Journal of Business Ethics 82 (2):281-291.
    In this article, we focus on the cross-cultural aspects of the implementation of an American company's code of ethics into its Swedish subsidiary. We identify the cross-cultural stories that the receivers in the subsidiary use when trying to explain the parent's code and conceptualize these stories as part of an emerging narrative of national belonging and differences. The receivers resisted the code by amplifying the importance of national identity. Rather than stimulating a discussion on ethics that might have strengthened the (...)
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  • Ethical Perspectives in Work Disability Prevention and Return to Work: Toward a Common Vocabulary for Analyzing Stakeholders’ Actions and Interactions.Christian Ståhl, Ellen MacEachen & Katherine Lippel - 2014 - Journal of Business Ethics 120 (2):237-250.
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  • A Study of Codes of Ethics for Mexican Microfinance Institutions.Lauren Kleynjans & Marek Hudon - 2016 - Journal of Business Ethics 134 (3):397-412.
    Most scholarly interest in codes of ethics or conduct has focused on traditional companies. Little is known about the codes of social enterprises or hybrid organizations such as microfinance institutions. Our paper provides a comparative case study of the codes of a Mexican microfinance network and seven MFIs. Using the corporate integrity model, we analyze the content of MFIs’ codes compared to those of traditional organizations. We then examine to what extent some specific features of MFIs such as their mission, (...)
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  • A Longitudinal and Cross-Cultural Study of the Contents of Codes of Ethics of Australian, Canadian and Swedish Corporations.Jang Singh, Göran Svensson, Greg Wood & Michael Callaghan - 2011 - Business Ethics 20 (1):103-119.
    This study uses a specific method to analyze the contents of the codes of ethics of the largest corporations in Australia, Canada and Sweden and compares the findings of similar content analyses in 2002 and 2006. It tracks changes in code contents across the three nations over the 2002–2006 period. There were statistically significant changes in the codes of the three countries from 2002 to 2006: the Australian and Canadian codes becoming more prescriptive, intensifying the differences between these and the (...)
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  • Personal Motives, Moral Disengagement, and Unethical Decisions by Entrepreneurs: Cognitive Mechanisms on the “Slippery Slope”.Robert A. Baron, Hao Zhao & Qing Miao - 2015 - Journal of Business Ethics 128 (1):107-118.
    Entrepreneurs sometimes make unethical decisions that have devastating effects on their companies, stakeholders, and themselves. We suggest that insights into the origins of such actions can be acquired through attention to personal motives and their impact on moral disengagement—a cognitive process that deactivates moral self-regulation, thus enabling individuals to behave in ways inconsistent with their own values. We hypothesize that entrepreneurs’ motivation for financial gains is positively related to moral disengagement, while their motivation for self-realization is negatively related to this (...)
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  • Corporate Governance: An Ethical Perspective.Surendra Arjoon - 2005 - Journal of Business Ethics 61 (4):343-352.
    This paper discusses corporate governance issues from a compliance viewpoint. It makes a distinction between legal and ethical compliance mechanisms and shows that the former has clearly proven to be inadequate as it lacks the moral firepower to restore confidence and the ability to build trust. The concepts of freedom of indifference and freedom for excellence provide a theoretical basis for explaining why legal compliance mechanisms are insufficient in dealing with fraudulent practices and may not be addressing the real and (...)
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  • The Relationship Among Ethical Climate Types, Facets of Job Satisfaction, and the Three Components of Organizational Commitment: A Study of Nurses in Taiwan.Ming-Tien Tsai & Chun-Chen Huang - 2008 - Journal of Business Ethics 80 (3):565-581.
    The high turnover of nurses has become a global problem. Several studies have proposed that nurses' perceptions of the ethical climate of their organization are related to higher job satisfaction and organizational commitment, and thus lead to lower turnover. However, there is limited empirical evidence supporting a relationship between different types of ethical climate within organizations and facets of job satisfaction. Furthermore, no published studies have investigated the impact of different types of ethical climate on the three components of organizational (...)
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  • Good Intentions Aside: Drafting a Functionalist Look at Codes of Ethics.Johannes Brinkmann & Knut Ims - 2003 - Business Ethics 12 (3):265–274.
  • A Comparison Between Corporate and Public Sector Business Ethics in Sweden.Goran Svensson, Greg Wood & Michael Callaghan - 2004 - Business Ethics 13 (2-3):166-184.
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  • Are ‘Green Brides’ More Attractive? An Empirical Examination of How Prospective Partners’ Environmental Reputation Affects the Trust-Based Mechanism in Alliance Formation.Anne Norheim-Hansen - 2015 - Journal of Business Ethics 132 (4):813-830.
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  • Corporate Governance Reform: Character‐Building Structures.Patricia Grant & Peter McGhee - 2014 - Business Ethics: A European Review 23 (2):125-138.
    This paper argues that corporate governance reformers in Anglo-American jurisdictions should consider a different approach in their quest for better corporate governance. Traditionally, corporate governance reform has taken a structural approach, tightening the rules around the number of independent directors required on boards and committees and fine-tuning the definition of independence. However, such an approach has failed to achieve effective corporate governance. Moreover, this approach is informed by the arguably discredited assumption that individuals are rational self-interest utility maximizers. This conceptual (...)
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  • Scoring Firms’ Codes of Ethics: An Explorative Study of Quality Drivers.Giovanni Maria Garegnani, Emilia Piera Merlotti & Angeloantonio Russo - 2015 - Journal of Business Ethics 126 (4):541-557.
    Research in the field of management has increasingly focused on strategies and tools related to corporate sustainability. Of the tools examined, codes of ethics have been found to play a primary role. Many studies have investigated the content of such codes, as well as their capacity to condition the behaviour of people within organizations. However, few studies have considered the intrinsic quality of codes of ethics. This study aims to investigate the impact that specific factors—firm size, degree of internationalization and (...)
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  • Lying to Level the Playing Field: Why People May Dishonestly Help or Hurt Others to Create Equity. [REVIEW]Francesca Gino & Lamar Pierce - 2010 - Journal of Business Ethics 95 (1):89 - 103.
    Unethical and dishonest behavior has increasingly attracted the attention of scholars from various disciplines. Recent work has begun to focus on a previous overlooked factor predicting dishonest behavior: the beneficiary or victim of dishonest acts. In two laboratory experiments, we manipulate the level of resources allocated to our participants (their "wealth") and investigate whether perceived inequity from wealth that is randomly or subjectively assigned leads individuals to cross ethical boundaries through helping or hurting others. The results show that dishonest behavior (...)
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  • “Ethics Hotlines” in Transnational Companies: A Comparative Study.Reyes Calderón-Cuadrado, José Luis Álvarez-Arce, Isabel Rodríguez-Tejedo & Stella Salvatierra - 2009 - Journal of Business Ethics 88 (1):199-210.
    This empirical study explores the characteristics and degree of implementation of so-called ethics hotlines in transnational companies (TNCs), which allow employees to present allegations of wrongdoing and ethical dilemmas, as well as to report concerns. Ethics hotlines have not received much attention in literature; therefore, this paper aims to fill that gap. Through the analysis of conduct/ethics codes and the compliance programs of the top 150 transnational companies ranked by the United Nations Conference on Trade and Development (UNCTAD) ( 2007 (...)
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  • Corporate Ethical Values, Group Creativity, Job Satisfaction and Turnover Intention: The Impact of Work Context on Work Response. [REVIEW]Sean Valentine, Lynn Godkin, Gary M. Fleischman & Roland Kidwell - 2011 - Journal of Business Ethics 98 (3):353 - 372.
    A corporate culture strengthened by ethical values and other positive business practices likely yields more favorable employee work responses. Thus, the purpose of this study was to assess the degree to which perceived corporate ethical values work in concert with group creativity to influence both job satisfaction and turnover intention. Using a self-report questionnaire, information was collected from 781 healthcare and administrative employees working at a multi-campus education-based healthcare organization. Additional survey data was collected from a comparative convenience sample of (...)
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  • Does Ethics Statement of a Public Relations Firm Make a Difference? Yes It Does!!Eyun-Jung Ki, Hong-Lim Choi & Junghyuk Lee - 2012 - Journal of Business Ethics 105 (2):267-276.
    Attempting to determine solutions for unethical practices in the field, this research was designed to assess the effectiveness of public relations firms’ ethics statements in decreasing the incidence of malpractice. This study revealed an encouraging finding that practitioners working in firms with ethical parameters were significantly more likely to engage in ethical practices. Moreover, educating public relations practitioners about the content of ethics statement could positively influence their ethical practices. At the same time, this study’s findings suggest further questions for (...)
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  • A Content Analysis of Whistleblowing Policies of Leading European Companies.Harold Hassink, Meinderd de Vries & Laury Bollen - 2007 - Journal of Business Ethics 75 (1):25 - 44.
    Since the introduction of the U.S. Sarbanes-Oxley Act in 2002 and several other national corporate governance codes, whistleblowing policies have been implemented in a growing number of companies. Existing research indicates that this type of governance codes has a limited direct effect on ethical or whistleblowing behaviour whereas whistleblowing policies at the corporate level seem to be more effective. Therefore, evidence on the impact of (inter)national corporate governance codes on the content of corporate whistleblowing policies is important to understand their (...)
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  • The Relationship Between Informal Controls, Ethical Work Climates, and Organizational Performance.Sebastian Goebel & Barbara E. Weißenberger - 2017 - Journal of Business Ethics 141 (3):505-528.
    Due to the frequent occurrence of ethical transgressions and unethical employee behaviors, there has lately been an increasing interest in the ethical foundations of contemporary organizations. However, large-scale comprehensive analyses of organizational ethics are still comparatively limited. Our study contributes to both management control and business ethics literature by empirically examining potential antecedents as well as resulting effects of ethical work climates on organizational-level outcomes. Based on a cross-sectional survey among 295 large- and medium-sized companies, we find that more informal (...)
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  • Investigating and Assessing the Quality of Employee Ethics Training Programs Among US-Based Global Organizations.James Weber - 2015 - Journal of Business Ethics 129 (1):27-42.
    Reoccurring instances of unethical employee behavior raises the question of the effectiveness of organization’s employee ethics training programs. This research seeks to examine employee ethics training programs among US-based global organizations by asking members of the Ethics and Compliance Officer Association to describe various elements of their organizations’ ethics training programs. This investigation and assessment reveal that there are some effective aspects of ethics training but five serious concerns are identified and discussed as potential contributions to the lack of ethics (...)
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  • Ethical Sourcing Codes of Large UK-Based Corporations: Prevalence, Content, Limitations.Lutz Preuss - 2009 - Journal of Business Ethics 88 (4):735-747.
    Codes of conduct have become the perhaps most often used tool to manage corporate social responsibility (CSR). Researchers have primarily analysed such documents at company-wide or trans-company levels, whereas there is a dearth of studies into the use of codes for particular corporate functions. Hence, this article will examine one particular group of sub-company level codes, namely codes of conduct that stipulate CSR criteria for suppliers. Examining such ethical sourcing policies adopted by the FTSE100 corporations, the article draws out what (...)
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  • Corporate Ethical Policies in Large Corporations in Argentina, Brazil and Spain.Domènec Melé, Patricia Debeljuh & M. Cecilia Arruda - 2006 - Journal of Business Ethics 63 (1):21-38.
    This paper examines the status of Corporate Ethical Policies (CEP) in large companies in Argentina, Brazil and Spain, with a special emphasis on Corporate Ethics Statements (CES), documents that define the firms’ philosophy, values and norms of conduct. It is based on a survey of the 500 largest companies in these nations. The findings reveal many similarities between these countries. Among other things, it emerges that most companies give consideration to ethics in business and have adopted some kind of formal (...)
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