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Relationships among Perceived Organizational Core Values, Corporate Social Responsibility, Ethics, and Organizational Performance Outcomes: An Empirical Study of Information Technology Professionals

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Abstract

This study is an extension of our recent ethics research in direct marketing (2003) and information technology (2007). In this study, we investigated the relationships among core organizational values, organizational ethics, corporate social responsibility, and organizational performance outcome. Our analysis of online survey responses from a sample of IT professionals in the United States indicated that managers from organizations with organic core values reported a higher level of social responsibility relative to managers in organizations with mechanistic values; that managers in both mechanistic and organic organizations which were perceived as more socially responsible were also perceived as more ethical; and that perceived ethical attitudes and social responsibility were significantly associated with organizational performance outcome measures. Our article discusses research premises, conceptual framework, hypotheses, research methodology, data analysis, recommendations for further research, and conclusions.

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Authors and Affiliations

  1. Ancell School of Business, Western Connecticut State University, Danbury, CT, 06810, U.S.A.

    K. Gregory Jin & Ronald G. Drozdenko

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  1. K. Gregory Jin
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  2. Ronald G. Drozdenko
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Correspondence to K. Gregory Jin.

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Jin, K.G., Drozdenko, R.G. Relationships among Perceived Organizational Core Values, Corporate Social Responsibility, Ethics, and Organizational Performance Outcomes: An Empirical Study of Information Technology Professionals. J Bus Ethics 92, 341–359 (2010). https://doi.org/10.1007/s10551-009-0158-1

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