David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Ezio Di Nucci
Jonathan Jenkins Ichikawa
Jack Alan Reynolds
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Journal of Business Ethics 16 (11):1153-1161 (1997)
Despite the recent emergence of many new ethical decision making models, there has been minimal emphasis placed on the impact of escalating commitment on the ethical decision making process. In this paper a new variable is introduced into the ethical decision making literature. This variable, exposure to escalation situations, is posited to increase the likelihood that individuals will choose unethical decision alternatives. Further, it is proposed that escalation situations should be included as a variable in Jones's (1991) comprehensive model of ethical decision making. Finally, research propositions are provided based on the relationship between escalating commitment and the ethical decision making process.
|Keywords||Philosophy Ethics Business Education Economic Growth Management|
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Stephen Chen (2010). The Role of Ethical Leadership Versus Institutional Constraints: A Simulation Study of Financial Misreporting by CEOs. [REVIEW] Journal of Business Ethics 93 (1):33-52.
Erin Cavusgil (2007). Merck and Vioxx: An Examination of an Ethical Decision-Making Model. Journal of Business Ethics 76 (4):451-461.
Marc Street & Vera L. Street (2006). The Effects of Escalating Commitment on Ethical Decision-Making. Journal of Business Ethics 64 (4):343-356.
Mirahmad Amirshahi, Mahmood Shirazi & Sara Ghavami (2014). The Relationship Between Salespersons’ Ethical Philosophy and Their Ethical Decision-Making Process. Asian Journal of Business Ethics 3 (1):11-33.
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