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  1.  52
    The Impact of Ethics Code Familiarity on Manager Behavior.Thomas R. Wotruba, Lawrence B. Chonko & Terry W. Loe - 2000 - Journal of Business Ethics 33 (1):59 - 69.
    Codes of ethics exist in many, if not the majority, of all large U.S. companies today. But how the impact of these written codes affect managerial attitudes and behavior is still not clearly documented or explained. This study takes a step in that direction by proposing that attention should shift from the codes themselves as the sources of ethical behavior to the persons whose behavior is the focus of these codes. In particular, this study investigates the role of code familiarity (...)
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  2.  44
    Ethics Code Familiarity and Usefulness: Views on Idealist and Relativist Managers Under Varying Conditions of Turbulence. [REVIEW]Lawrence B. Chonko, Thomas R. Wotruba & Terry W. Loe - 2003 - Journal of Business Ethics 42 (3):237 - 252.
    The purpose of this present research is to expand upon the foundation that codes of ethics are more useful guides to managers in their behavior and decision-making when managers are more familiar with code content and intentions. We explore whether the impact of code familiarity on code usefulness differs: (a) under varying conditions of turbulence and (b) between persons with relativist versus idealist personal values. Data have been collected from a sample of 1700 executives in member companies of the U.S. (...)
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  3.  68
    Ethical Problems in Public Accounting: The View From the Top. [REVIEW]Don W. Finn, Lawrence B. Chonko & Shelby D. Hunt - 1988 - Journal of Business Ethics 7 (8):605 - 615.
    The authors empirically examine the nature and extent of ethical problems confronting senior level AICPA members (CPAs) and examine the effectiveness of partner actions and codes of ethics in reducing ethical problems. The results indicate that the most difficult ethical problems (frequency reported) were: client requests to alter tax returns and commit tax fraud, conflict of interest and independence, client requests to alter financial statements, personal-professional problems, and fee problems. Analysis of attitudes toward ethics in the accounting profession indicated that (...)
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  4.  64
    Generation Y’s Ethical Ideology and Its Potential Workplace Implications.Rebecca A. VanMeter, Douglas B. Grisaffe, Lawrence B. Chonko & James A. Roberts - 2013 - Journal of Business Ethics 117 (1):93-109.
    Generation Y is a cohort of the population larger than the baby boom generation. Consisting of approximately 80 million people born between 1981 and 2000, Generation Y is the most recent cohort to enter the workforce. Workplaces are being redefined and organizations are being pressed to adapt as this new wave of workers is infused into business environments. One critical aspect of this phenomenon not receiving sufficient research attention is the impact of Gen Y ethical beliefs and ethical conduct in (...)
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  5. The Virtuous Influence of Ethical Leadership Behavior: Evidence From the Field.Mitchell J. Neubert, Dawn S. Carlson, K. Michele Kacmar, James A. Roberts & Lawrence B. Chonko - 2009 - Journal of Business Ethics 90 (2):157-170.
    This study examines a moderated/mediated model of ethical leadership on follower job satisfaction and affective organizational commitment. We proposed that managers have the potential to be agents of virtue or vice within organizations. Specifically, through ethical leadership behavior we argued that managers can virtuously influence perceptions of ethical climate, which in turn will positively impact organizational members' flourishing as measured by job satisfaction and affective commitment to the organization. We also hypothesized that perceptions of interactional justice would moderate the ethical (...)
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