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Marie McKendall [4]Marie A. McKendall [1]
  1.  41
    Cheating During the College Years: How Do Business School Students Compare?Helen A. Klein, Nancy M. Levenburg, Marie McKendall & William Mothersell - 2007 - Journal of Business Ethics 72 (2):197-206.
    When it comes to cheating in higher education, business school students have often been accused of being the worst offenders; if true, this may be a contributing factor in the kinds of fraud that have plagued the business community in recent years. We examined the issue of cheating in the business school by surveying 268 students in business and other professional schools on their attitudes about, and experiences with, cheating. We found that while business school students actually cheated no more (...)
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  2.  25
    Ethical Compliance Programs and Corporate Illegality: Testing the Assumptions of the Corporate Sentencing Guidelines. [REVIEW]Marie McKendall, Beverly DeMarr & Catherine Jones-Rikkers - 2002 - Journal of Business Ethics 37 (4):367 - 383.
    This paper analyses the ethical performance of foreign-investment enterprises operating in China in comparison to that of the indigenous state-owned enterprises, collectives and private enterprises. It uses both the deontological approach and the utilitarian approach in conceptualization, and applies quantitative and econometric techniques to ethical evaluations of empirical evidences. It shows that according to various ethical performance indicators, foreign-investment enterprises have fared well in comparison with local firms. This paper also tries to unravel the effect of a difference in business (...)
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  3.  33
    The Tyranny of Change: Organizational Development Revisited. [REVIEW]Marie McKendall - 1993 - Journal of Business Ethics 12 (2):93 - 104.
    The premise of this paper is that planned organizational change, commonly known as organizational development, induces compliance and conformity in organizational members and thereby increases the power of management. These consequences occur because organizational development efforts create uncertainty, interfere with the informal organization, reinforce the position of management, and further entrench management purposes. These consequences occur regardless of the intentions of management and regardless of whether the goals of the organizational development intervention were achieved. Instead of examining these consequences, practitioners (...)
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  4.  7
    Responses to the Discovery of Unethical Acts: An Organizational Identity and Reputation Perspective.Marie McKendall & Mahendra Joshi - 2018 - Business and Society 57 (4):706-741.
    There has recently been a growth in research that examines how corporations respond to allegations of unethical actions. Although scholars have gained much insight about the range of responses available to and used by organizations, there has been almost no study of why firms choose one response over another. In this article, the authors present a framework of likely organizational response choices to allegations of wrongdoing; we propose that response choices are based on the degree of reputational risk from stakeholder (...)
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  5.  13
    True Colors: The Response of Business Schools to Declining Enrollments. [REVIEW]Marie A. McKendall & Stanton C. Lindquist - 1997 - Journal of Business Ethics 16 (8):867-872.
    During the last several decades, business schools have increasingly portrayed themselves as the advocates and teachers of business ethics. In this context, educators have examined, criticized, and written about the questionable actions of many organizations. Business schools are, however, currently facing their own unprecedented crisis in the form of dramatically declining enrollments. This paper examines the morality of the various possible response strategies and argues that how business schools respond to this crisis will serve as a clear indication of their (...)
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