8 found
Miguel Pina E. Cunha [5]Miguel P. Cunha [2]Miguel Pina Cunha [1]
  1.  79
    Perceptions of Organizational Virtuousness and Happiness as Predictors of Organizational Citizenship Behaviors.Arménio Rego, Neuza Ribeiro & Miguel P. Cunha - 2010 - Journal of Business Ethics 93 (2):215-235.
    Moral and financial scandals emerging in recent years around the world have created the momentum for reconsidering the role of virtuousness in organizational settings. This empirical study seeks to contribute toward maintaining this momentum. We answer to researchers’ suggestions that the exploratory study carried out by Cameron et al. :766–790, 2004 ), which related organizational virtuousness and performance, must be pursued employing their measure of OV in other contexts and in relation to other outcomes :928–958, 2007 ). Two hundred and (...)
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  2.  13
    The Perceived Impact of Leaders’ Humility on Team Effectiveness: An Empirical Study.Arménio Rego, Miguel Pina E. Cunha & Ace Volkmann Simpson - 2018 - Journal of Business Ethics 148 (1):205-218.
    We assess the perceived impact of leaders’ humility on team effectiveness, and how this relationship is mediated by balanced processing of information. Ninety-six leaders participate in the study. The findings suggest that humility in leaders is indirectly related to leaders’ perceived impact on team effectiveness. The study also corroborates literature pointing out the benefits of using other-reports to measure humility, and suggests adding humility to the authentic leadership research agenda.
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  3.  17
    Corporate Sustainability: A View From the Top.Arménio Rego, Miguel Pina E. Cunha & Daniel Polónia - 2017 - Journal of Business Ethics 143 (1):133-157.
    Through a qualitative approach, we explore the perspective of 72 CEOs of companies operating in Portugal about the definition of corporate sustainability and its facilitators, and obtain four main findings. First, most CEOs equate CS with the company’s continuity/viability. Second, the relevance ascribed to different stakeholders differs considerably: while more than 50 % of CEOs cited shareholders/profits, and more than 40 % mentioned the natural environment and employees, very few mentioned customers, society, suppliers, the State, or competitors. Third, the management (...)
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  4.  39
    Leading and Following (Un)Ethically in Limen.Miguel Pina E. Cunha, Nuno Guimarães-Costa, Arménio Rego & Stewart R. Clegg - 2010 - Journal of Business Ethics 97 (2):189-206.
    We propose a liminality-based analysis of the process of ethical leadership/followership in organizations. A liminal view presents ethical leadership as a process taking place in organizational contexts that are often characterized by high levels of ambiguity, which render the usual rules and preferences dubious or inadequate. In these relational spaces, involving leaders, followers, and their context, old frames may be questioned and new ones introduced in an emergent way, through subtle processes whose evolution and implications may not be easy to (...)
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  5.  59
    Obedience and Evil: From Milgram and Kampuchea to Normal Organizations. [REVIEW]Miguel Pina E. Cunha, Arménio Rego & Stewart R. Clegg - 2010 - Journal of Business Ethics 97 (2):291-309.
    Obedience: a simple term. Stanley Milgram, the famous experimental social psychologist, shocked the world with theory about it. Another man, Pol Pot, the infamous leader of the Khmer Rouge, showed how far the desire for obedience could go in human societies. Milgram conducted his experiments in the controlled environment of the US psychology laboratory of the 1960s. Pol Pot experimented with Utopia in the totalitarian Kampuchea of the 1970s. In this article, we discuss the process through which the Khmer Rouge (...)
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  6.  4
    Explaining Suicide in Organizations: Durkheim Revisited.Stewart Clegg, Miguel Pina E. Cunha & Arménio Rego - 2016 - Business and Society Review 121 (3):391-414.
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  7.  5
    The Inevitability of Liminality in Organising.Nuno Guimaraes Costa & Miguel Pina Cunha - 2013 - International Journal of Management Concepts and Philosophy 7 (1):47.
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  8.  65
    How the Perceptions of Five Dimensions of Corporate Citizenship and Their Inter-Inconsistencies Predict Affective Commitment.Arménio Rego, Susana Leal, Miguel P. Cunha, Jorge Faria & Carlos Pinho - 2010 - Journal of Business Ethics 94 (1):107-127.
    Through a convenience sample of 260 employees, the study shows how employees' perceptions about corporate citizenship (CC) predict their affective commitment. The study was carried out in Portugal, a high in-group and low societal collectivistic culture. Maignan et al.' s (1999 Journal of the Academy of Marketing Science 27(4), 455-469) construct, including economic, legal, ethical, and discretionary responsibilities was used. The main findings are: (a) contrary to what has been presumed in the literature, the discretionary dimension includes two factors: CC (...)
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