8 found
  1.  22
    Exploring Research Potentials and Applications for Multi-Stakeholder Learning Dialogues.Stephen L. Payne & Jerry M. Calton - 2004 - Journal of Business Ethics 55 (1):71-78.
    Varying conceptions of and purposes for dialogue exist. Recent dialogic theorists and advocates urge exploration of forms of dialogue for learning and applying relational responsibilities within stakeholder networks. A related phenomenon has been the recent emergence of multi-stakeholder dialogues that involve parties significantly affected by major issues or concerns, such as environmental sustainability, that have complex and wide-spread implications. The extent to which these recent multi-stakeholder dialogues assume anything resembling the relationship or caring and the learning potentials of dialogic goals (...)
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  2.  30
    Values and Ethics-Related Measures for Management Education.Stephen L. Payne - 1988 - Journal of Business Ethics 7 (4):273 - 277.
    Various measures related to individual values, ethical attitudes and moral reasoning exist and are being increasingly applied for research in business and professional ethics. The England Personal Values Questionnaire, the Rokeach Value Survey, and Rest's Defining Issues Test have received stronger support and application for management and organizational behavior research than other instruments, such as Gordon's Survey of Personal Values and Hogan's Survey of Ethical Attitudes. Beyond research usage, many of these measures offer potential for instructional purposes. Knowledge of the (...)
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  3.  18
    Evaluation of Employee Rule Violations: The Impact of Impression Management Effects in Historical Context. [REVIEW]Robert A. Giacalone & Stephen L. Payne - 1995 - Journal of Business Ethics 14 (6):477 - 487.
    The study sought to determine whether impression management tactics by an employee could effectively lessen the recommended punishment for an ethical rule infraction by this individual. Subjects read a vignette in which an employee violated the confidentiality of personnel records. The employee was presented as either having had a history of previous infractions or no such historical information was provided. Additionally, the employee was described as using either no impression management tactics, an apology, or a justification for his behavior. Result (...)
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  4.  23
    Endorsement of Managers Following Accusations of Breaches in Confidentiality.Robert Giacalone, Stephen L. Payne & Paul Rosenfeld - 1988 - Journal of Business Ethics 7 (8):621 - 629.
    Two related studies focused on the effects that a questionable supervisory conduct has on the endorsement and vulnerability of the supervisor, as well as on judgments of supervisory morality. Male and female undergraduate and graduate business students were asked to read the account of a personnel manager who violates employee confidentiality concerning certain personality test results, but who has had a previous record of increasing or decreasing productivity. The studies revealed varying patterns of leadership endorsement, vulnerability, and judgments of morality (...)
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  5.  18
    Challenges for Research Ethics and Moral Knowledge Construction in the Applied Social Sciences.Stephen L. Payne - 2000 - Journal of Business Ethics 26 (4):307 - 318.
    Certain critical accounts of conventional research practices in business and the social sciences are explored in this essay. These accounts derive from alternative social paradigms and their underlying assumptions about appropriate social inquiry and knowledge construction. Among these alternative social paradigms, metatheories, mindscapes, or worldviews are social constructionist, critical, feminist, and postmodern or poststructural thinking. Individuals with these assumptions and values for knowledge construction are increasingly challenging conventional scholarship in what has been referred to as paradigm debates or wars. Issues (...)
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  6. Are Business Leaders Staging a Morality Play?Robert A. Giacalone & Stephen L. Payne - 1987 - Business and Society Review 62:22-26.
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  7.  10
    Epistemological and Ethical Development for Human Resource Professionals.Stephen L. Payne - 1994 - Business and Professional Ethics Journal 13 (3):33-56.
  8.  1
    Improved Decision and Policy-Making Processes: On The Horizon?Stephen L. Payne - 1991 - Business and Society 30 (1):7-11.
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