17 found
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  1.  46
    The Relationship Between Social and Financial Performance Repainting a Portrait.Ronald M. Roman, Sefa Hayibor & Bradley R. Agle - 1999 - Business and Society 38 (1):109-125.
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  2.  53
    Effects of the Use of the Availability Heuristic on Ethical Decision-Making in Organizations.Sefa Hayibor & David M. Wasieleski - 2009 - Journal of Business Ethics 84 (S1):151 - 165.
    Recent corporate scandals across various industries have led to an increased focus on research in business ethics, particularly on understanding ethical decision-making. This increased interest is due largely to managers' desire to reduce the incidence of unwanted behaviors in the workplace. This article examines one major moderator of the ethical decision-making process - moral intensity. In particular, we explore the potential influence of a particular cognitive heuristic - the availability heuristic -on perceptions of moral intensity. It is our contention that (...)
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  3.  44
    Breaking the Rules: Examining the Facilitation Effects of Moral Intensity Characteristics on the Recognition of Rule Violations.David M. Wasieleski & Sefa Hayibor - 2008 - Journal of Business Ethics 78 (1-2):275-289.
    This research project seeks to discover whether certain characteristics of a moral issue facilitate individuals’ abilities to detect violators of a conditional rule. In business, conditional rules are often framed in terms of a social contract between employer and employee. Of significant concern to business ethicists is the fact that these social contracts are frequently breached. Some researchers in the field of evolutionary psychology argue that there is a biological basis to social contract formation and dissolution in business. However, although (...)
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  4.  21
    Is Fair Treatment Enough? Augmenting the Fairness-Based Perspective on Stakeholder Behaviour.Sefa Hayibor - 2017 - Journal of Business Ethics 140 (1):43-64.
    Fairness and justice are core issues in stakeholder theory. Although such considerations receive more attention in the ‘normative’ branch of the stakeholder literature, they have critical implications for ‘instrumental’ stakeholder theory as well. In research in the instrumental vein, although the position has seldom been articulated in significant detail, a stakeholder’s inclination to take action against the firm or, conversely, to cooperate with it, is often taken to be a function of its perceptions concerning the fairness or unfairness of the (...)
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  5.  26
    Evolutionary Psychology and Business Ethics Research.Sefa Hayibor - 2009 - Business Ethics Quarterly 19 (4):587-616.
    In this article, we describe evolutionary psychology and its potential contribution to business ethics research. After summarizing evolutionary theory and natural selection, we specifically address the use of evolutionary concepts in psychology in order to offer alternative explanations of behavior relevant to business ethics, such as social exchange, cooperation, altruism, and reciprocity. Our position is that individuals, groups, and organizations all are affected by similar natural, evolutionary processes, such that evolutionary psychology is applicable at multiple levels of analysis (e.g., individual (...)
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  6.  12
    Motivators of Mobilization: Influences of Inequity, Expectancy, and Resource Dependence on Stakeholder Propensity to Take Action Against the Firm.Sefa Hayibor & Colleen Collins - 2016 - Journal of Business Ethics 139 (2):351-374.
    Although the possibility that a firm’s stakeholders may take damaging measures against it in response to its activities has been an underlying assumption of stakeholder theory from inception, the conditions that predispose stakeholders to act against firms remain largely unexplored in the literature. Based on work in equity theory, expectancy theory, and resource dependence theory, we present and test hypotheses concerning stakeholders’ propensities to impose sanctions upon—or to support—firms. Using a vignette-based experiment, we found strong confirmation of the criticality of (...)
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  7.  38
    Value Congruence and Charismatic Leadership in CEO–Top Manager Relationships: An Empirical Investigation. [REVIEW]Sefa Hayibor, Bradley R. Agle, Greg J. Sears, Jeffrey A. Sonnenfeld & Andrew Ward - 2011 - Journal of Business Ethics 102 (2):237-254.
    Although charismatic leadership theorists have long argued that leader–follower value congruence plays a central role in the development of charismatic relationships, few studies have tested this proposition. Using data from two studies involving a total of 329 CEOs and 1807 members of their top management teams, we tested the hypothesis that value congruence between leaders and their followers is empirically linked to follower perceptions of the charisma of their leader. Consistent with a relational perspective on charismatic leadership, strong support was (...)
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  8.  40
    Just Business: Arguments in Business Ethics, by M. E. Sandbu.Sefa Hayibor - 2013 - Journal of Business Ethics Education 10:379-387.
  9.  45
    Cluelessness About Cluelessness About Ethics: Metacognitive Deficiencies and Inflated Self-Assessments of Ethical “Competence”.Sefa Hayibor - 2007 - Proceedings of the International Association for Business and Society 18:50-51.
    Kruger and Dunning (1999) presented evidence that metacognitive deficiencies in three “domains” (humour, logic, and grammar) are related to individuals’ perceptions that they are “above average” in terms of their competence in those domains. This paper documents a presentation and ensuing discussion concerning the possibility of extending the work of Kruger and Dunning to the domain of ethics.
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  10.  21
    Effects of the Use of the Availability Heuristic on Moral Behaviour.Sefa Hayibor - 2000 - Proceedings of the International Association for Business and Society 11:47-58.
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  11.  31
    Preferences Concerning Moral Development of Co-Workers.Sefa Hayibor & David M. Wasieleski - 2011 - Proceedings of the International Association for Business and Society 22:86-98.
    Because an organization member’s degree of cognitive moral development (CMD) can be expected to influence his or her decisions and behaviour, in this paper we investigate the idea that that employees might prefer to supervise, work with, or work under others of particular levels or stages of CMD. We surveyed undergraduate business students in order to identify typical CMD preferences for co-workers and test preliminary hypotheses concerning possible influences on those preferences. Majorities of subjects expressed preferences for conventional level work (...)
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  12.  21
    Business Ethics: A Real World Approach, 2nd Edition.Sefa Hayibor - 2010 - Journal of Business Ethics Education 7:251-256.
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  13.  16
    Essentials of Business Ethics: Creating an Organization of High Integrity and Superior Performance.Sefa Hayibor - 2009 - Journal of Business Ethics Education 6:221-225.
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  14.  16
    Salience of Organizational Values as a Determinant of Value Projection and the Accuracy of Assessments of the Values of Superiors: Some Preliminary Evidence.Sefa Hayibor - 2005 - Proceedings of the International Association for Business and Society 16:22-25.
    This paper employs data from a sample of the CEOs and top managers of seventy-nine U.S. companies and non-profit organizations to test hypotheses concerning the effects of the salience of organizational values on the accuracy of top managers’ perceptions of their CEOs’ values and their propensities to project their own values onto their CEOs. Results provide evidence that the salience of organizational values is positively related to both accuracy in subordinates’ perceptions of their superiors’ values and projection of the subordinates’ (...)
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  15.  17
    10.5840/Jbee20118143.Sefa Hayibor - 2000 - Journal of Business Ethics Education 1 (1):423-430.
  16. The Importance of Values in Leadership.Bradley R. Agle, Sefa Hayibor & Ronald M. Roman - 1998 - Proceedings of the International Association for Business and Society 9:33-44.
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  17.  2
    Individual Biases on Equity Theory.Sefa Hayibor & David Wasieleski - 2002 - Proceedings of the International Association for Business and Society 13:99-104.
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