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Linda Klebe Trevino [21]Linda K. Treviño [7]
  1. Managing Business Ethics: Straight Talk About How to Do It Right.Linda Klebe Treviño - 2010 - Wiley.
    Machine generated contents note: Part I: Introduction to Business Ethics. -- Chapter 1: Overview of Business Ethics and This Book. -- Part II: Business Ethics and the Individual. -- Chapter 2: Deciding What's Right - A Prescriptive Approach. -- Chapter 3: Common Ethical Problems. -- Chapter 4: Deciding What's Right - A Psychological Approach. -- Chapter 5: Finding Your Moral Voice. -- Part III: Business Ethics and the Organization. -- Chapter 6: Ethics as Organizational Culture. -- Chapter 7: Managing Ethics (...)
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  2. The Ethical Context in Organizations: Influences on Employee Attitudes and Behavior.Linda Klebe Treviño, Kenneth D. Butterfield & Donald L. McCabe - 1998 - Business Ethics Quarterly 8 (3):447-476.
    This field survey focused on two constructs that have been developed to represent the ethical context in organizations: ethical climate and ethical culture. We first examined issues of convergence and divergence between these constructs through factor analysis andcorrelational analysis. Results suggested that the two constructs are measuring somewhat different, but strongly related dimensions ofthe ethical context. We then investigated the relationships between the emergent ethical context factors and an ethics-related attitude and behavior for respondents who work in organizations with and (...)
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  3. Cheating in Academic Institutions: A Decade of Research.Kenneth D. Butterfield, Linda Klebe Trevino & Donald L. McCabe - 2001 - Ethics and Behavior 11 (3):219-232.
    This article reviews 1 decade of research on cheating in academic institutions. This research demonstrates that cheating is prevalent and that some forms of cheating have increased dramatically in the last 30 years. This research also suggests that although both individual and contextual factors influence cheating, contextual factors, such as students' perceptions of peers' behavior, are the most powerful influence. In addition, an institution's academic integrity programs and policies, such as honor codes, can have a significant influence on students' behavior. (...)
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  4.  41
    Managing Ethics in Business Organizations: Social Scientific Perspectives.Linda Klebe Treviño - 2003 - Stanford Business Books.
    This book broadens the range of theoretically informed empirical research on business ethics (using data from major American corporations) and addresses the underlying questions about business ethics scholarship. It culminates a decade’s work by the authors—individually, jointly, and with others. The first part of the book addresses the major theoretical questions involved in doing empirical research about normative issues. It addresses the boundaries—methodological, conceptual, and institutional—that too easily separate philosophical and social scientific approaches to business ethics and reviews various ways (...)
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  5.  87
    Moral Reasoning and Business Ethics: Implications for Research, Education, and Management. [REVIEW]Linda Klebe Trevino - 1992 - Journal of Business Ethics 11 (5-6):445 - 459.
    This paper reviews Kohlberg''s (1969) theory of cognitive moral development, highlighting moral reasoning research relevant to the business ethics domain. Implications for future business ethics research, higher education and training, and the management of ethical/unethical behavior are discussed.
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  6.  68
    Corporate Ethics Practices in the Mid-1990's: An Empirical Study of the Fortune 1000. [REVIEW]Gary R. Weaver, Linda Klebe Treviño & Philip L. Cochran - 1999 - Journal of Business Ethics 18 (3):283 - 294.
    This empirical study of Fortune 1000 firms assesses the degree to which those firms have adopted various practices associated with corporate ethics programs. The study examines the following aspects of formalized corporate ethics activity: ethics-oriented policy statements; formalization of management responsibilities for ethics; free-standing ethics offices; ethics and compliance telephone reporting/advice systems; top management and departmental involvement in ethics activities; usage of ethics training and other ethics awareness activities; investigatory functions; and evaluation of ethics program activities. Results show a high (...)
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  7. Do Role Models Matter? An Investigation of Role Modeling as an Antecedent of Perceived Ethical Leadership.Michael E. Brown & Linda K. Treviño - 2014 - Journal of Business Ethics 122 (4):1-12.
    Thus far, we know much more about the significant outcomes of perceived ethical leadership than we do about its antecedents. In this study, we focus on multiple types of ethical role models as antecedents of perceived ethical leadership. According to social learning theory, role models facilitate the acquisition of moral and other types of behavior. Yet, we do not know whether having had ethical role models influences follower perceptions of one’s ethical leadership and, if so, what kinds of role models (...)
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  8. It’s Lovely at the Top.Linda Klebe Treviño, Gary R. Weaver & Michael E. Brown - 2008 - Business Ethics Quarterly 18 (2):233-252.
    Senior managers are important to the successful management of ethics in organizations. Therefore, their perceptions of organizational ethics are important. In this study, we propose that senior managers are likely to have a more positive perception of organizational ethics than lower level employees do largely because of their managerial role and their corresponding identification with the organization and need to protect the organization’s image as well as their own identity. Bycontrast, lower level employees are more likely to be cynical about (...)
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  9.  48
    Compliance and Values Oriented Ethics Programs: Influenceson Employees’ Attitudes and Behavior.Linda Klebe Treviño - 1999 - Business Ethics Quarterly 9 (2):315-335.
    Previous research has identified multiple approaches to the design and implementation of corporate ethics programs (Paine, 1994;Weaver, Treviño, and Cochran, in press b; Treviño, Weaver, Gibson, and Toffler, in press). This field survey in a large financial servicescompany investigated the relationships of the values and compliance orientations in an ethics program to a diverse set of outcomes.Employees’ perceptions that the company ethics program is oriented toward affirming ethical values were associated with seven outcomes. Perceptions of a compliance orientation were associated (...)
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  10.  9
    Compliance and Values Oriented Ethics Programs.Gary R. Weaver & Linda Klebe Treviño - 1999 - Business Ethics Quarterly 9 (2):315-335.
    Previous research has identified multiple approaches to the design and implementation of corporate ethics programs. This field survey in a large financial servicescompany investigated the relationships of the values and compliance orientations in an ethics program to a diverse set of outcomes.Employees’ perceptions that the company ethics program is oriented toward affirming ethical values were associated with seven outcomes. Perceptions of a compliance orientation were associated with four of these outcomes. The interaction of values and compliance orientations was associated with (...)
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  11.  33
    Ethical Leaders and Their Followers: The Transmission of Moral Identity and Moral Attentiveness.Weichun Zhu, Linda K. Treviño & Xiaoming Zheng - 2016 - Business Ethics Quarterly 26 (1):95-115.
    ABSTRACT:In the expanding field of ethical leadership research, little attention has been paid to the association between ethical leaders’ ethical characteristics and perceived ethical leadership, and, more importantly, the potential influence of ethical leadership on followers’ ethical characteristics. In this study, we tested a theoretical model based upon social cognitive theory to examine leaders’ moral identity and moral attentiveness as antecedents of perceived ethical leadership, and follower moral identity and moral attentiveness as outcomes of ethical leadership. Based upon data from (...)
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  12.  48
    Normative and Empirical Business Ethics.Linda Klebe Trevino - 1994 - Business Ethics Quarterly 4 (2):129-143.
    This paper outlines three conceptions of the relationship between normative and empirical business ethics, views we refer to as parallel, symbiotic, and integrative. Parallelism rejects efforts to link normative and empirical inquiry, for both conceptual and practical reasons. The symbiotic position supports a practical relationship in which normative and/or empirical business ethics rely on each other for guidance in setting agenda or in applying the results of their conceptually and methodologically distinct inquiries. Theoretical integration countenances a deeper merging of prima (...)
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  13.  39
    Business ETHICS/BUSINESS Ethics: One Field or Two?Linda Klebe Trevino & Gary R. Weaver - 1994 - Business Ethics Quarterly 4 (2):113-128.
    This paper delineates the normative and empirical approaches to business ethics based upon five categories: 1) academic horne; 2) language; 3) underlying assumptions; 4) theory purpose and scope; 5) theory grounds and evaluation criteria. The goal of the discussion is to increase understanding of the distinctive contributions of each approach and to encourage further dialogue about the potential for integration of the field.
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  14.  50
    Bad Apples in Bad Barrels Revisited: Cognitive Moral Development, Just World Beliefs, Rewards, and Ethical Decision-Making.Neal M. Ashkanasy, Carolyn A. Windsor & Linda K. Treviño - 2006 - Business Ethics Quarterly 16 (4):449-474.
    Abstract: In this study, we test the interactive effect on ethical decision-making of (1) personal characteristics, and (2) personal expectancies based on perceptions of organizational rewards and punishments. Personal characteristics studied were cognitive moral development and belief in a just world. Using an in-basket simulation, we found that exposure to reward system information influenced managers’ outcome expectancies. Further, outcome expectancies and belief in a just world interacted with managers’ cognitive moral development to influence managers’ ethical decision-making. In particular, low-cognitive moral (...)
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  15.  42
    Situational Moral Disengagement: Can the Effects of Self-Interest Be Mitigated? [REVIEW]Jennifer Kish-Gephart, James Detert, Linda Klebe Treviño, Vicki Baker & Sean Martin - 2014 - Journal of Business Ethics 125 (2):1-19.
    Self-interest has long been recognized as a powerful human motive. Yet, much remains to be understood about the thinking behind self-interested pursuits. Drawing from multiple literatures, we propose that situations high in opportunity for self-interested gain trigger a type of moral cognition called moral disengagement that allows the individual to more easily disengage internalized moral standards. We also theorize two countervailing forces—situational harm to others and dispositional conscientiousness—that may weaken the effects of personal gain on morally disengaged reasoning. We test (...)
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  16.  98
    Assessing Managers' Ethical Decision-Making: An Objective Measure of Managerial Moral Judgment. [REVIEW]Greg E. Loviscky, Linda K. Treviño & Rick R. Jacobs - 2007 - Journal of Business Ethics 73 (3):263 - 285.
    Recent allegations of unethical decision-making by leaders in prominent business organizations have jeopardized the world’s confidence in American business. The purpose of this research was to develop a measure of managerial moral judgment that can be used in future research and managerial assessment. The measure was patterned after the Defining Issues Test, a widely used general measure of moral judgment. With content validity as the goal, we aimed to sample the domain of managerial ethical situations by establishing links to dimensions (...)
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  17.  52
    Peer Reporting of Unethical Behavior: The Influence of Justice Evaluations and Social Context Factors. [REVIEW]Bart Victor, Linda Klebe Trevino & Debra L. Shapiro - 1993 - Journal of Business Ethics 12 (4):253 - 263.
    This field survey in a fast food restaurant setting tested the hypothesized influences of two social context variables (role responsibility and interests of group members) and justice evaluations (distributive, procedural, and retributive) on respondents' inclination to report theft and their theft reporting behavior. The results provided mixed support for the hypotheses. Inclination to report a peer for theft was associated with role responsibility, the interests of group members, and procedural justice perceptions. Actual reporting behavior was associated with the inclination to (...)
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  18.  20
    Assessing Managers’ Ethical Decision-Making: An Objective Measure of Managerial Moral Judgment.Greg E. Loviscky, Linda K. Treviño & Rick R. Jacobs - 2007 - Journal of Business Ethics 73 (3):263-285.
    Recent allegations of unethical decision-making by leaders in prominent business organizations have jeopardized the world's confidence in American business. The purpose of this research was to develop a measure of managerial moral judgment that can be used in future research and managerial assessment. The measure was patterned after the Defining Issues Test, a widely used general measure of moral judgment. With content validity as the goal, we aimed to sample the domain of managerial ethical situations by establishing links to dimensions (...)
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  19.  8
    Beyond Silence or Compliance: The Complexities of Reporting a Friend for Misconduct.Megan F. Hess, Linda K. Treviño, Anjier Chen & Rob Cross - 2019 - Business Ethics: A European Review 28 (4):546-562.
    Business Ethics: A European Review, EarlyView.
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  20.  58
    Meta-Learning About Business Ethics: Building Honorable Business School Communities. [REVIEW]Linda Klebe Trevino & Donald McCabe - 1994 - Journal of Business Ethics 13 (6):405 - 416.
    We propose extending business ethics education beyond the formal curriculum to the hidden curriculum where messages about ethics and values are implicitly sent and received. In this meta-learning approach, students learn by becoming active participants in an honorable business school community where real ethical issues are openly discussed and acted upon. When combined with formal ethics instruction, this meta-learning approach provides a framework for a proposed comprehensive program of business ethics education.
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  21.  46
    Experimental Approaches to Studying Ethical-Unethical Behavior in Organizations.Linda Klebe Trevino - 1992 - Business Ethics Quarterly 2 (2):121-136.
    The social scientific study of ethical-unethical behavior in work organizations is in an early stage of development. This paper discusses some of the problems of conducting social scientific research in this area and explores the potential contribution of experimental research approaches. Both laboratory and field experimentation allow the investigator to test theory-based hypotheses and to study causal relations. Examples are provided of investigations that have applied these methods to the study of business ethics.
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  22.  17
    It’s Lovely at the Top: Hierarchical Levels, Identities, and Perceptions of Organizational Ethics.Linda Klebe Treviño, Gary R. Weaver & Michael E. Brown - 2008 - Business Ethics Quarterly 18 (2):233-252.
    Senior managers are important to the successful management of ethics in organizations. Therefore, their perceptions of organizational ethics are important. In this study, we propose that senior managers are likely to have a more positive perception of organizational ethics than lower level employees do largely because of their managerial role and their corresponding identification with the organization and need to protect the organization’s image as well as their own identity. Bycontrast, lower level employees are more likely to be cynical about (...)
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  23. Advances in Research on Punishment in Organizations: Descriptive and Normative Perspectives.Linda Klebe Treviño & Gary R. Weaver - 2010 - In Marshall Schminke (ed.), Managerial Ethics: Managing the Psychology of Morality. Routledge.
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  24.  22
    Bad Apples In Bad Barrels Revisited: Cognitive Moral Development, Just World Beliefs, Rewards, and Ethical Decision-Making.Neal M. Ashkanasy, Carolyn A. Windsor & Linda K. Treviño - 2006 - Business Ethics Quarterly 16 (4):449-473.
    In this study, we test the interactive effect on ethical decision-making of personal characteristics, and personal expectanciesbased on perceptions of organizational rewards and punishments. Personal characteristics studied were cognitive moral developmentand belief in a just world. Using an in-basket simulation, we found that exposure to reward system information influenced managers’ outcome expectancies. Further, outcome expectancies and belief in a just world interacted with managers’ cognitive moral development to influence managers’ ethical decision-making. In particular, low-cognitive moral development managers who expected that (...)
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  25. Punishment in Organizations; Descriptive and Normative Perspectives.Linda Klebe Treviño & Gary R. Weaver - 1998 - In Marshall Schminke (ed.), Managerial Ethics: Moral Management of People and Processes. Lawrence Erlbaum Assocs..
     
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  26.  6
    Peer Management.Linda Klebe Trevino & Bart Victor - 1990 - Proceedings of the International Association for Business and Society 1:848-877.
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  27.  1
    Whistleblowing in the Academic Community.Linda Klebe Trevino - 1996 - Proceedings of the International Association for Business and Society 7:883-890.
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