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Marc-Charles Ingerson [6]Marc-Charles “M.-C.” Ingerson [2]
  1.  19
    Moral Development in Business Ethics: An Examination and Critique.Kristen Bell DeTienne, Carol Frogley Ellertson, Marc-Charles Ingerson & William R. Dudley - 2021 - Journal of Business Ethics 170 (3):429-448.
    The field of behavioral ethics has seen considerable growth over the last few decades. One of the most significant concerns facing this interdisciplinary field of research is the moral judgment-action gap. The moral judgment-action gap is the inconsistency people display when they know what is right but do what they know is wrong. Much of the research in the field of behavioral ethics is based on early work in moral psychology and American psychologist Lawrence Kohlberg’s foundational cognitive model of moral (...)
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  2. The Impact of Moral Stress Compared to Other Stressors on Employee Fatigue, Job Satisfaction, and Turnover: An Empirical Investigation. [REVIEW]Kristen Bell DeTienne, Bradley R. Agle, James C. Phillips & Marc-Charles Ingerson - 2012 - Journal of Business Ethics 110 (3):377-391.
    Moral stress is an increasingly significant concept in business ethics and the workplace environment. This study compares the impact of moral stress with other job stressors on three important employee variables—fatigue, job satisfaction, and turnover intentions—by utilizing survey data from 305 customer-contact employees of a financial institution’s call center. Statistical analysis on the interaction of moral stress and the three employee variables was performed while controlling for other types of job stress as well as demographic variables. The results reveal that (...)
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  3.  13
    Behavioral Ethics: A Critique and a Proposal.Carol Frogley Ellertson, Marc-Charles Ingerson & Richard N. Williams - 2016 - Journal of Business Ethics 138 (1):145-159.
    In behavioral ethics today, there is debate as to which theory of moral development is the best for understanding ethical decision making, thereby facilitating ethical behavior. This debate between behavioral ethicists has been profoundly influenced by the field of moral psychology. Unfortunately, in the course of this marriage between moral psychology and business ethics and subsequent internal debate, a simple but critical understanding of human being in the field of management has been obscured; i.e., that morality is not a secondary (...)
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  4.  18
    Business Law, Religion, and Pro-Social Behavior in the Workplace.Alan P. Christenson & Marc-Charles Ingerson - 2016 - Proceedings of the International Association for Business and Society 27:32-42.
    Business Law and Religion has long been one of the more intriguing and misunderstood partnerships in contemporary American Society. One of the main purposes of this paper is to make clearer and more helpful the boundary conditions between this partnership from the specific perspective of American Jurisprudence.
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  5.  26
    Negotiating Ethically: Resilience, Moral Identity, and Power in Negotiations.Marc-Charles “M.-C.” Ingerson, Bradley R. Agle & Katie A. Liljenquist - 2013 - Proceedings of the International Association for Business and Society 24:6-17.
    Everybody negotiates. But not everybody negotiates ethically. One driver of unethical negotiation behavior is power. Yet, we still haven’t discovered the principalmoderating and mediating influences between power and ethical negotiation behavior. In this pair of experimental studies we’re interested in finding out how resilience and moral identity affect an individual’s ethical behavior in both simple and complex negotiations when primed for power.
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  6.  15
    Normative Stakeholder Capitalism.Marc-Charles Ingerson, Bradley R. Agle, Thomas Donaldson, Paul C. Godfrey & Jared D. Harris - 2015 - Business and Professional Ethics Journal 34 (3):377-406.
  7.  3
    Practicing the Healer’s Art.Marc-Charles Ingerson, Kristen Bell DeTienne, Edwin E. Gantt & Richard N. Williams - 2015 - Business and Professional Ethics Journal 34 (1):1-22.
    This article explores the prevailing assumption of instrumentalism in negotiation and argues that contrary to the popular conception in negotiation scholarship, negotiators need not be assumed to be ontologically individualistic or purely self-interested in their motivation and action. We show the contribution that can be made to the field by an approach to negotiation that does not presume a strong and inevitable self-interest as the fundamental starting point of any account of negotiation behavior and we offer ideas for an alternative (...)
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