Journal of Business Ethics 17 (4):373-389 (1998)
AbstractThis experiment examined the effects of three elements comprising Jones' (1991) moral intensity construct, (social consensus, personal proximity, and magnitude of consequences) in a cross-cultural comparison of ethical decision making within a human resource management (HRM) context. Results indicated social consensus had the most potent effect on judgments of moral concern and judgments of immorality. An analysis of American, Eastern European, and Indonesian responses also indicted socio-cultural differences were moderated by the type of HRM ethical issue. In addition, individual differences in personal ethical ideology (relativism and idealism) varied reliably with moral judgments after controlling for issue characteristics and socio-cultural background.
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Citations of this work
A Review of The Empirical Ethical Decision-Making Literature: 1996–2003. [REVIEW]Michael J. O’Fallon & Kenneth D. Butterfield - 2005 - Journal of Business Ethics 59 (4):375 - 413.
A Review of The Empirical Ethical Decision-Making Literature: 1996–2003. [REVIEW]Michael J. O’Fallon & Kenneth D. Butterfield - 2005 - Journal of Business Ethics 59 (4):375-413.
East Meets West: A Meta-Analytic Investigation of Cultural Variations in Idealism and Relativism.Donelson R. Forsyth, Ernest H. O’Boyle & Michael A. McDaniel - 2008 - Journal of Business Ethics 83 (4):813-833.
The Effect of Moral Intensity on Ethical Judgment.Joan Marie McMahon & Robert J. Harvey - 2007 - Journal of Business Ethics 72 (4):335-357.
A Cognitive–Intuitionist Model of Moral Judgment.Adenekan Dedeke - 2015 - Journal of Business Ethics 126 (3):1-21.
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