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Terry W. Loe [4]Terry Wayne Loe [1]
  1.  89
    A Review of Empirical Studies Assessing Ethical Decision Making in Business. [REVIEW]Terry W. Loe, Linda Ferrell & Phylis Mansfield - 2000 - Journal of Business Ethics 25 (3):185 - 204.
    This article summarizes the multitude of empirical studies that test ethical decision making in business and suggests additional research necessary to further theory in this area. The studies are categorized and related to current theoretical ethical decision making models. The studies are related to awareness, individual and organizational factors, intent, and the role of moral intensity in ethical decision making. Summary tables provide a quick reference for the sample, findings, and publication outlet. This review provides insights for understanding organizational ethical (...)
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  2.  45
    The Impact of Ethics Code Familiarity on Manager Behavior.Thomas R. Wotruba, Lawrence B. Chonko & Terry W. Loe - 2000 - Journal of Business Ethics 33 (1):59 - 69.
    Codes of ethics exist in many, if not the majority, of all large U.S. companies today. But how the impact of these written codes affect managerial attitudes and behavior is still not clearly documented or explained. This study takes a step in that direction by proposing that attention should shift from the codes themselves as the sources of ethical behavior to the persons whose behavior is the focus of these codes. In particular, this study investigates the role of code familiarity (...)
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  3.  33
    Ethics Code Familiarity and Usefulness: Views on Idealist and Relativist Managers Under Varying Conditions of Turbulence. [REVIEW]Lawrence B. Chonko, Thomas R. Wotruba & Terry W. Loe - 2003 - Journal of Business Ethics 42 (3):237 - 252.
    The purpose of this present research is to expand upon the foundation that codes of ethics are more useful guides to managers in their behavior and decision-making when managers are more familiar with code content and intentions. We explore whether the impact of code familiarity on code usefulness differs: (a) under varying conditions of turbulence and (b) between persons with relativist versus idealist personal values. Data have been collected from a sample of 1700 executives in member companies of the U.S. (...)
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  4.  8
    Managing New Salespeople’s Ethical Behaviors During Repetitive Failures: When Trying to Help Actually Hurts.Willy Bolander, William J. Zahn, Terry W. Loe & Melissa Clark - 2017 - Journal of Business Ethics 144 (3):519-532.
    Despite acknowledgment that performance failure among new salespeople is a prevalent issue for organizations, researchers do not fully understand the consequences of repetitive periods of failure on new salespeople’s unethical selling behaviors. Further, little is known about how a sales force’s reward structure and managerial attempts to intervene following failure affect new salespeople’s behavior. Combining an experiment with longitudinal growth models, we show that repetitive periods of failure increase unethical behaviors, and interventions intended to remind the salesperson to behave in (...)
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