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  1.  49
    Coping with Job Insecurity: The Role of Procedural Justice, Ethical Leadership and Power Distance Orientation. [REVIEW]Raymond Loi, Long W. Lam & Ka Wai Chan - 2012 - Journal of Business Ethics 108 (3):361-372.
    This study examines the relationship between procedural justice and employee job insecurity, and the boundary conditions of this relationship. Drawing upon uncertainty management theory and ethical leadership research, we hypothesized that procedural justice is negatively related to job insecurity, and that this relationship is moderated by ethical leadership. We further predicted that the moderating relationship would be more pronounced among employees with a low power distance orientation. We tested our hypotheses using a sample of 381 workers in Macau and Southern (...)
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  2.  44
    Voice More and Stay Longer: How Ethical Leaders Influence Employee Voice and Exit Intentions.Long W. Lam, Raymond Loi, Ka Wai Chan & Yan Liu - 2016 - Business Ethics Quarterly 26 (3):277-300.
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  3.  35
    A Proposed Infrastructural Model for the Establishment of Organizational Ethical Systems.Louis P. White & Long W. Lam - 2000 - Journal of Business Ethics 28 (1):35 - 42.
    We define ethical system infrastructure as being composed of three major factors – means, motivation, and opportunity. Means are defined as organizational rules, policies, and procedures. Motivation focuses upon the values and the interests being pursued by the position occupant and the organizational value system, while opportunity is discussed in terms of the environment in which the dilemma occurs, proposing that position in the hierarchy presents its own unique set of ethical dilemmas. Ethical breeches are discussed in terms of the (...)
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