David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Ezio Di Nucci
Jonathan Jenkins Ichikawa
Jack Alan Reynolds
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Business Ethics Quarterly 3 (4):419-436 (1993)
Grounded upon the late 1970s phrase "institutionalizing ethics into business," I present a multi-component model and research agenda to enhance our understanding of organizations' efforts to integrate ethics into the daily decision-making process of employees. Three research foci are emphasized: (I) the need to establish consistent categorical frameworks to describe business organizations' efforts in the field, (2) the study of the interrelationships between the various components presented in the model, and (3) the exploration of the linkage between organizational efforts to institutionalize ethics and ethical employee behavior. Research and organizational implications evolving from these research foci are discussed
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Domènec Melé, Patricia Debeljuh & M. Cecilia Arruda (2006). Corporate Ethical Policies in Large Corporations in Argentina, Brazil and Spain. Journal of Business Ethics 63 (1):21-38.
Nicolas S. Majluf & Carolina M. Navarrete (2011). A Two-Component Compliance and Ethics Program Model: An Empirical Application to Chilean Corporations. [REVIEW] Journal of Business Ethics 100 (4):567 - 579.
Subrata Chakrabarty & A. Erin Bass (2013). Institutionalizing Ethics in Institutional Voids: Building Positive Ethical Strength to Serve Women Microfinance Borrowers in Negative Contexts. Journal of Business Ethics 119 (4):1-14.
Patrick Maclagan (2007). Hierarchical Control or Individuals' Moral Autonomy? Addressing a Fundamental Tension in the Management of Business Ethics. Business Ethics 16 (1):48–61.
Patrick Maclagan (2007). Hierarchical Control or Individuals' Moral Autonomy? Addressing a Fundamental Tension in the Management of Business Ethics. Business Ethics: A European Review 16 (1):48-61.
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