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  1.  59
    Normative Self-Interest or Moral Hypocrisy?: The Importance of Context. [REVIEW]George W. Watson & Farooq Sheikh - 2008 - Journal of Business Ethics 77 (3):259 - 269.
    We re-examine the construct of Moral Hypocrisy from the perspective of normative self-interest. Arguing that some degree of self-interest is culturally acceptable and indeed expected, we postulate that a pattern of behavior is more indicative of moral hypocrisy than a single action. Contrary to previous findings, our results indicate that a significant majority of subjects (N = 136) exhibited fair behavior, and that ideals of caring and fairness, when measured in context of the scenario, were predictive of those behaviors. Moreover, (...)
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  2.  9
    Ambiguous Allure: The Value–Pragmatics Model of Ethical Decision Making.George W. Watson, Robyn A. Berkley & Steven D. Papamarcos - 2009 - Business and Society Review 114 (1):1-29.
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  3.  37
    Connected Moral Agency in Organizational Ethics.George W. Watson, R. Edward Freeman & Bobby Parmar - 2008 - Journal of Business Ethics 81 (2):323-341.
    We review both the aspects of values-related research that complicate ideations of what we ought to do, as well as the psychological impediments to forming beliefs about the way things are. We find that more traditional moral theories are without solid empirical footing in the psychology of human values. Consequently, we revise the notion of values to align with their socially symbolic utility in self-affirmation and reformulate our understandings of moral agency to allow for the practicalities of context, circumstance, and (...)
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  4.  13
    Normative Self-Interest or Moral Hypocrisy?: The Importance of Context.George W. Watson & Farooq Sheikh - 2008 - Journal of Business Ethics 77 (3):259-269.
    We re-examine the construct of Moral Hypocrisy from the perspective of normative self-interest. Arguing that some degree of self-interest is culturally acceptable and indeed expected, we postulate that a pattern of behavior is more indicative of moral hypocrisy than a single action. Contrary to previous findings, our results indicate that a significant majority of subjects exhibited fair behavior, and that ideals of caring and fairness, when measured in context of the scenario, were predictive of those behaviors. Moreover, measures of Individualism/Collectivism (...)
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  5.  20
    Testing the Value-Pragmatics Hypothesis in Unethical Compliance.George W. Watson & Robyn Berkley - 2009 - Journal of Business Ethics 87 (4):463-476.
    We test conformity-related values applying the value-pragmatics hypothesis by evaluating how personal values related to compliance moderate the relationships between situational factors and unethical decisions. We examine the direct and indirect effects of the values of traditionalism, conformity, and stimulation, as they combine with the situational factors of rewards and punishments in the person–situation interaction model. We find strong support for the value-pragmatics view of ethical decision making and further build support for the person–situation interaction model.
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  6.  15
    Exploring the Dynamics of Business Values: A Self-Affirmation Perspective. [REVIEW]George W. Watson, Steven D. Papamarcos, Bruce T. Teague & Cindy Bean - 2004 - Journal of Business Ethics 49 (4):337-346.
    In this paper our aim is to augment the value-congruency literature by demonstrating the dynamics of business value structures. The relationship between cognitive discomforts and value restructuring is examined by applying self-affirmation theory. Subjects (N = 115) were randomly assigned either to the treatment group (n = 69) or control group (n = 46). Those subjects in the treatment group were tasked with deciding between two different organizational re-structuring options that involved downsizing. The values of job-entitlement, and obligations to the (...)
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  7.  10
    Fairness and Ideology An Empirical Test of Social Contracts Theory.George W. Watson, Jon M. Shepard & Carroll U. Stephens - 1999 - Business and Society 38 (1):83-108.
  8.  11
    Understanding Values in Organizations: A Value Dynamics Perspective.George W. Watson, Bruce T. Teague & Steven D. Papamarcos - 2004 - Journal of Human Values 10 (1):23-39.
    The objective of this paper is to augment the business values literature by building upon research that claims individual value frames are subject to hierarchical re-scaling, value redefinition, and value removal or induction. In contrast to the person-organization cultural fit approach of value congruence, we postulate that the cognitive discomforts resulting from just-world needs, self-identity completion and self-concept maintenance, as moderated by contextual and dispositional variables, are resolved through the selection and accentuation of legitimating and justifying values that ultimately cast (...)
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  9.  21
    Capitalizing on Media Coverage.Maureen P. Bezold & George W. Watson - 2000 - Proceedings of the International Association for Business and Society 11:409-417.
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  10.  30
    Are Past Normative Behaviors Predictive of Future Behavioral Intentions?Ram Madapulli, Robyn Berkley, Thomas Douglas, George W. Watson & Yuping Zeng - 2009 - Ethics and Behavior 19 (5):414-431.
    We acknowledge the limitations in measures of moral reasoning and pursue an alternative technique by investigating past behaviors as they relate to present behavioral intentions. Our purpose is to evaluate the merits of patterned normative behavior for predicting present and future, morally relevant outcomes. Participants completed a policy capturing experimental design responding to questions that orthogonally varied the situational nature of the decision context. Results indicate that past normative behaviors are significantly and directly related to ethical behavioral intentions. Moreover, they (...)
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  11.  13
    Discrimination-Shift Behavior as a Function of Rule Learning and the Number of Irrelevant Categories.George W. Watson - 1975 - Bulletin of the Psychonomic Society 5 (1):49-50.
  12.  21
    Functional Psychopathy in Morally Relevant Business Decisions.George W. Watson, Bruce T. Teaque & Steven D. Papamarcos - 2017 - Ethics and Behavior 27 (6):458-485.
    Literature addressing organizational ethical behavior has focused intensely on cognitive moral development, and more recently the automatic and natural moral inclinations. Research addressing the incapacity for moral reasoning, such as psychopathy, is rarely addressed in organizational behavior. Our first aim is to develop a construct definition for functional psychopathy that is appropriate for organizational science and theoretically consistent with the extensive previous clinical and criminal research in this field. Second, we apply two versions of a scale not previously used in (...)
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  13.  2
    Ideology: What Is It, Why Is It Important and How Is It Measured?George W. Watson - 1998 - Proceedings of the International Association for Business and Society 9:179-190.
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  14.  17
    Patterned Moral Behavior: A New Approach to Practice and Research in Organizational Ethics.George W. Watson, Joseph Michlitsch & Thomas Douglas - 2007 - Proceedings of the International Association for Business and Society 18:87-92.
    We posit that the weight a person assigns a moral principle is not stable between ideal, or un-contextual assessments and the weight the same moral principle is allocated when applied in a contextual dilemma. Second, we postulate that past behavior is the best predictor of future behavior or judgment. Results indicate that the importance of moral principles is dynamic and that patterned moral behavior is a significant predictor of moral judgments.
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  15. Social Capital.George W. Watson, Stephen Papamarcos & Maureen Bezold - 1999 - Proceedings of the International Association for Business and Society 10:195-201.
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  16.  9
    Shades of Moral Agency in Organisational Ethics.George W. Watson & Mary Sue Love - 2007 - International Journal of Management Concepts and Philosophy 2 (4):337.
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