15 found
Order:
  1.  25
    Does It Take More Than Ideals? How Counter-Ideal Value Congruence Shapes Employees’ Trust in the Organization.Sebastian C. Schuh, Niels Van Quaquebeke, Natalija Keck, Anja S. Göritz, David De Cremer & Katherine R. Xin - 2018 - Journal of Business Ethics 149 (4):987-1003.
    Research on value congruence rests on the assumption that values denote desirable behaviors and ideals that employees and organizations strive to approach. In the present study, we develop and test the argument that a more complete understanding of value congruence can be achieved by considering a second type of congruence based on employees’ and organizations’ counter-ideal values. We examined this proposition in a time-lagged study of 672 employees from various occupational and organizational backgrounds. We used difference scores as well as (...)
    Direct download (2 more)  
     
    Export citation  
     
    Bookmark   3 citations  
  2.  17
    Guest Editors' Introduction. On Understanding Ethical Behavior and Decision Making: A Behavioral Ethics Approach.David De Cremer, David M. Mayer & Marshall Schminke - 2010 - Business Ethics Quarterly 20 (1):1-6.
    Behavioral ethics is an emerging field that takes an empirical, social scientific approach to the study of business ethics. In this special issue, we include six articles that fall within the domain of behavioral ethics and that focus on three themes—moral awareness, ethical decision making, and reactions to unethical behavior. Each of the articles sheds additional light on the specific issues addressed. However, we hope this special issue will have an impact beyond that of the new insights offered in these (...)
    Direct download (4 more)  
     
    Export citation  
     
    Bookmark   14 citations  
  3.  13
    Erratum To: Being ''in Control'' May Make You Lose Control: The Role of Self-Regulation in Unethical Leadership Behavior.Anne Joosten, Marius van Dijke, Alain Van Hiel & David De Cremer - 2014 - Journal of Business Ethics 121 (1):147-147.
    Direct download (3 more)  
     
    Export citation  
     
    Bookmark   7 citations  
  4.  34
    Being “in Control” May Make You Lose Control: The Role of Self-Regulation in Unethical Leadership Behavior.Anne Joosten, Marius van Dijke, Alain Van Hiel & David De Cremer - 2014 - Journal of Business Ethics 121 (1):1-14.
    In the present article, we argue that the constant pressure that leaders face may limit the willpower required to behave according to ethical norms and standards and may therefore lead to unethical behavior. Drawing upon the ego depletion and moral self-regulation literatures, we examined whether self-regulatory depletion that is contingent upon the moral identity of leaders may promote unethical leadership behavior. A laboratory experiment and a multisource field study revealed that regulatory resource depletion promotes unethical leader behaviors among leaders who (...)
    Direct download (5 more)  
     
    Export citation  
     
    Bookmark   4 citations  
  5.  20
    Feel Good, Do-Good!? On Consistency and Compensation in Moral Self-Regulation.Anne Joosten, Marius van Dijke, Alain Van Hiel & David De Cremer - 2014 - Journal of Business Ethics 123 (1):1-14.
    Studies in the behavioral ethics and moral psychology traditions have begun to reveal the important roles of self-related processes that underlie moral behavior. Unfortunately, this research has resulted in two distinct and opposing streams of findings that are usually referred to as moral consistency and moral compensation. Moral consistency research shows that a salient self-concept as a moral person promotes moral behavior. Conversely, moral compensation research reveals that a salient self-concept as an immoral person promotes moral behavior. This study’s aim (...)
    Direct download (4 more)  
     
    Export citation  
     
    Bookmark   4 citations  
  6.  10
    Guest Editors’ Introduction On Understanding Ethical Behavior and Decision Making.David De Cremer, David M. Mayer & Marshall Schminke - 2010 - Business Ethics Quarterly 20 (1):1.
    Behavioral ethics is an emerging field that takes an empirical, social scientific approach to the study of business ethics. In this special issue, we include six articles that fall within the domain of behavioral ethics and that focus on three themes—moral awareness, ethical decision making, and reactions to unethical behavior. Each of the articles sheds additional light on the specific issues addressed. However, we hope this special issue will have an impact beyond that of the new insights offered in these (...)
    Direct download (2 more)  
     
    Export citation  
     
    Bookmark   5 citations  
  7.  5
    Dirty Hands Make Dirty Leaders?! The Effects of Touching Dirty Objects on Rewarding Unethical Subordinates as a Function of a Leader’s Self-Interest.Florien M. Cramwinckel, David De Cremer & Marius van Dijke - 2013 - Journal of Business Ethics 115 (1):93-100.
    We studied the role of social dynamics in moral decision-making and behavior by investigating how physical sensations of dirtiness versus cleanliness influence moral behavior in leader–subordinate relationships, and whether a leader’s self-interest functions as a boundary condition to this effect. A pilot study revealed that when participants imagined rewarding unethical behavior of a subordinate, they felt more dirty. Our main experiment showed that directly manipulating dirtiness by allowing leaders to touch a dirty object led to more positive evaluations of, and (...)
    Direct download (2 more)  
     
    Export citation  
     
    Bookmark   2 citations  
  8.  10
    How Ethically Would Americans and Chinese Negotiate? The Effect of Intra-Cultural Versus Inter-Cultural Negotiations.Yu Yang, David De Cremer & Chao Wang - 2017 - Journal of Business Ethics 145 (3):659-670.
    A growing body of research has started to examine how individuals from different countries may differ in their use of ethically questionable tactics during business negotiations. Whereas prior research focused on the main effect of the national culture or nationality of the negotiator, we add a new factor, which is the nationality of the counterpart. Looking at both these variables allows us to examine whether and how people may change their likelihood of using ethically questionable tactics in inter-cultural negotiations as (...)
    Direct download (2 more)  
     
    Export citation  
     
    Bookmark   1 citation  
  9.  41
    Satisfying Individual Desires or Moral Standards? Preferential Treatment and Group Members’ Self-Worth, Affect, and Behavior.Stefan Thau, Christian Tröster, Karl Aquino, Madan Pillutla & David De Cremer - 2013 - Journal of Business Ethics 113 (1):133-145.
    We investigate how social comparison processes in leader treatment quality impact group members’ self-worth, affect, and behavior. Evidences from the field and the laboratory suggest that employees who are treated kinder and more considerate than their fellow group members experience more self-worth and positive affect. Moreover, the greater positive self-implications of preferentially treated group members motivate them more strongly to comply with norms and to engage in tasks that benefit the group. These findings suggest that leaders face an ethical trade-off (...)
    Direct download (4 more)  
     
    Export citation  
     
    Bookmark   1 citation  
  10.  20
    Is Pride a Prosocial Emotion? Interpersonal Effects of Authentic and Hubristic Pride.Maarten J. J. Wubben, David De Cremer & Eric van Dijk - 2012 - Cognition and Emotion 26 (6):1084-1097.
  11.  8
    Abusive Supervision as a Response to Follower Hostility: A Moderated Mediation Model.Jeroen Camps, Jeroen Stouten, Martin Euwema & David De Cremer - 2020 - Journal of Business Ethics 164 (3):495-514.
    How and when does followers’ upward hostile behavior contribute to the emergence of abusive supervision? Although from a normative or ethical point of view, supervisors should refrain from displaying abusive supervision, in line with a social exchange perspective, we argue that abusive followership causes supervisors to experience low levels of interpersonal justice, stimulating abusive supervision in response. Based on uncertainty management theory, we further expect that the extent to which supervisors reciprocate the experienced injustice with abusive supervisory behavior is moderated (...)
    Direct download (2 more)  
     
    Export citation  
     
    Bookmark  
  12. Behavioral Business Ethics: Shaping an Emerging Field.David de Cremer & Ann E. Tenbrunsel (eds.) - 2011 - Routledge Academic.
    "This book presents a collection of chapters that contribute significantly to the field of business ethics by promoting much needed insights into the motives that drive people to act ethically or unethically. It acknowledges that business ethics plays a pivotal role in the way business is conducted and adds insights derived from a behavioral view that will make us more aware of morality and provide recommendations into how we can improve our actions"--Provided by publisher.
    Direct download  
     
    Export citation  
     
    Bookmark   6 citations  
  13.  16
    Transparency and Control in Email Communication: The More the Supervisor is Put in Cc the Less Trust is Felt.Tessa Haesevoets, David De Cremer, Leander De Schutter, Jack McGuire, Yu Yang, Xie Jian & Alain Van Hiel - 2021 - Journal of Business Ethics 168 (4):733-753.
    The issue of trust has increasingly attracted attention in the business ethics literature. Our aim is to contribute further to this literature by examining how the use of the carbon copy function in email communication influences felt trust. We develop the argument that the use of cc enhances transparency—representing an important characteristic of workplace ethics—and hence promotes trust. We further argue that a downside of the cc option may be that it can also be experienced as a control mechanism, which (...)
    Direct download (2 more)  
     
    Export citation  
     
    Bookmark  
  14. When the Heat Is On: The Effect of Temperature on Voter Behavior in Presidential Elections.Jasper Van Assche, Alain Van Hiel, Jonas Stadeus, Brad J. Bushman, David De Cremer & Arne Roets - 2017 - Frontiers in Psychology 8.
    Direct download (2 more)  
     
    Export citation  
     
    Bookmark  
  15.  11
    The Interactive Effect of a Leader’s Sense of Uniqueness and Sense of Belongingness on Followers’ Perceptions of Leader Authenticity.Michelle Xue Zheng, Yingjie Yuan, Marius van Dijke, David De Cremer & Alain Van Hiel - 2020 - Journal of Business Ethics 164 (3):515-533.
    Researchers have emphasized the value of authenticity, but not much is known about what makes a person authentic in the eyes of others. Our research takes an interpersonal perspective to examine the determinants of followers’ perceptions of leader authenticity. Building on social identity theory, we propose that two fundamental self-identifications–a leader’s sense of uniqueness and sense of belongingness–interact to influence followers’ perceptions of a leader’s authenticity via perceptions of a leader’s self-concept consistency. In a field study conducted among leader–follower dyads (...)
    Direct download (2 more)  
     
    Export citation  
     
    Bookmark