4 found
William T. Ross [3]William T. Ross Jr [1]
  1.  47
    Lying: The Impact of Decision Context.William T. Ross & Diana C. Robertson - 2000 - Business Ethics Quarterly 10 (2):409-440.
    Abstract:This study tests the usefulness of a person-situation interactionist framework in examining the willingness of a salesperson to lie to get an order. Using a survey of 389 salespersons, our results demonstrate that organizational relationships influence willingness to lie. Specifically, salespersons are less willing to lie to their own company than to their customer, than to a channel partner, and finally, than to a competitor firm. Furthermore, respondents from firms with a clear and positive ethical climate are less willing to (...)
    Direct download (5 more)  
    Export citation  
    Bookmark   23 citations  
  2.  28
    Decision-Making Processes on Ethical Issues: The Impact of a Social Contract Perspective.William T. Ross Jr - 1995 - Business Ethics Quarterly 5 (2):213-240.
    Abstract:This paper develops a framework for examining decision making about ethical issues and tests the applicability of a social contract perspective. Using two separate samples of students and salespeople, we determine that community members (salespeople) tend to judge a potentially unethical act to constitute a violation of an implicit social contract and non-community members (students) do not. Also, consistent with the emphasis on context specificity of integrative social contracts theory, situational variables influence perceptions of ethicality for the community members, but (...)
    Direct download (4 more)  
    Export citation  
    Bookmark   18 citations  
  3. H.G. Wells's World Reborn: The Outline of History and Its Companions.William T. Ross - 2006 - Utopian Studies 17 (1):261-264.
  4.  70
    A typology of situational factors: Impact on salesperson decision-making about ethical issues. [REVIEW]William T. Ross & Diana C. Robertson - 2003 - Journal of Business Ethics 46 (3):213 - 234.
    We explore two dimensions of situational factors expected to influence decision-making about ethical issues among sales representatives – universal vs. particular and direct vs. indirect. We argue that these distinctions are important theoretically, methodologically, and managerially. We test our hypotheses by means of a survey of 252 sales representatives. Our results confirm that considering universal and particular and direct and indirect situational factors contributes to our understanding of decision-making about ethical issues within a sales context, specifically willingness to engage in (...)
    Direct download (4 more)  
    Export citation  
    Bookmark   34 citations