Results for 'ethical followership'

999 found
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  1.  40
    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 (...)
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  2. Ethical Intuitionism.Michael Huemer - 2005 - Palgrave Macmillan.
    This book defends a form of ethical intuitionism, according to which (i) there are objective moral truths; (ii) we know some of these truths through a kind of immediate, intellectual awareness, or "intuition"; and (iii) our knowledge of moral truths gives us reasons for action independent of our desires. The author rebuts all the major objections to this theory and shows that the alternative theories about the nature of ethics all face grave difficulties.
  3. Welcoming Robots Into the Moral Circle: A Defence of Ethical Behaviourism.John Danaher - forthcoming - Science and Engineering Ethics:1-27.
    Can robots have significant moral status? This is an emerging topic of debate among roboticists and ethicists. This paper makes three contributions to this debate. First, it presents a theory – ‘ethical behaviourism’ – which holds that robots can have significant moral status if they are roughly performatively equivalent to other entities that have significant moral status. This theory is then defended from seven objections. Second, taking this theoretical position onboard, it is argued that the performative threshold that robots (...)
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  4. A Review of The Empirical Ethical Decision-Making Literature: 1996–2003. [REVIEW]Michael J. O’Fallon & Kenneth D. Butterfield - 2005 - Journal of Business Ethics 59 (4):375 - 413.
    This review summarizes and critiques the empirical ethical decision-making literature from 1996-2003. One hundred and seventy-four articles were published in top business journals during this period. Tables are included that summarize the findings by dependent variable - awareness, judgment, intent, and behavior. We compare this review with past reviews in order to draw conclusions regarding trends in the ethical decision-making literature and to surface directions for future research.
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  5. A Review of The Empirical Ethical Decision-Making Literature: 1996–2003. [REVIEW]Michael J. O’Fallon & Kenneth D. Butterfield - 2005 - Journal of Business Ethics 59 (4):375-413.
    This review summarizes and critiques the empirical ethical decision-making literature from 1996–2003. One hundred and seventy-four articles were published in top business journals during this period. Tables are included that summarize the findings by dependent variable – awareness, judgment, intent, and behavior. We compare this review with past reviews in order to draw conclusions regarding trends in the ethical decision-making literature and to surface directions for future research.
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  6. Recommender Systems and Their Ethical Challenges.Silvia Milano, Mariarosaria Taddeo & Luciano Floridi - forthcoming - AI and Society.
    This article presents the first, systematic analysis of the ethical challenges posed by recommender systems. Through a literature review, the article identifies six areas of concern, and maps them onto a proposed taxonomy of different kinds of ethical impact. The analysis uncovers a gap in the literature: currently user-centred approaches do not consider the interests of a variety of other stakeholders—as opposed to just the receivers of a recommendation—in assessing the ethical impacts of a recommender system.
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  7. A Review of the Empirical Ethical Decision-Making Literature: 2004–2011. [REVIEW]Jana L. Craft - 2013 - Journal of Business Ethics 117 (2):221-259.
    This review summarizes the research on ethical decision-making from 2004 to 2011. Eighty-four articles were published during this period, resulting in 357 findings. Individual findings are categorized by their application to individual variables, organizational variables, or the concept of moral intensity as developed by Jones :366–395, 1991). Rest’s four-step model for ethical decision-making is used to summarize findings by dependent variable—awareness, intent, judgment, and behavior. A discussion of findings in each category is provided in order to uncover trends (...)
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  8. Pre-Reflective Ethical Know-How.Nigel DeSouza - 2013 - Ethical Theory and Moral Practice 16 (2):279-294.
    In recent years there has been growing attention paid to a kind of human action or activity which does not issue from a process of reflection and deliberation and which is described as, e.g., ‘engaged coping’, ‘unreflective action’, and ‘flow’. Hubert Dreyfus, one of its key proponents, has developed a phenomenology of expertise which he has applied to ethics in order to account for ‘everyday ongoing ethical coping’ or ‘ethical expertise’. This article addresses the shortcomings of this approach (...)
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  9.  26
    Do Psychological Defeaters Undermine Foundationalism in Moral Epistemology? - a Critique of Sinnott-Armstrong’s Argument Against Ethical Intuitionism.Philipp Schwind - 2019 - Ethical Theory and Moral Practice 22 (4):941-952.
    Foundationalism in moral epistemology is a core tenet of ethical intuitionism. According to foundationalism, some moral beliefs can be known without inferential justification; instead, all that is required is a proper understanding of the beliefs in question. In an influential criticism against this view, Walter Sinnott-Armstrong has argued that certain psychological facts undermine the reliability of moral intuitions. He claims that foundationalists would have to show that non-inferentially justified beliefs are not subject to those defeaters, but this would already (...)
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  10. A Case for Ethical Veganism.Tristram McPherson - 2014 - Journal of Moral Philosophy 11 (6):677-703.
    This paper argues for ethical veganism: the thesis that it is typically wrong to consume animal products. The paper first sets out an intuitive case for this thesis that begins with the intuitive claim that it is wrong to set fire to a cat. I then raise a methodological challenge: this is an intuitive argument for a revisionary conclusion. Even if we grant that we cannot both believe that it is permissible to drink milk, and that it is wrong (...)
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  11. Continuities and Extensions of Ethical Climate Theory: A Meta-Analytic Review.Kelly D. Martin & John B. Cullen - 2006 - Journal of Business Ethics 69 (2):175-194.
    Using traditional meta-analytic techniques, we compile relevant research to enhance conceptual appreciation of ethical climate theory (ECT) as it has been studied in the descriptive and applied ethics literature. We explore the various treatments of ethical climate to understand how the theoretical framework has developed. Furthermore, we provide a comprehensive picture of how the theory has been extended by describing the individual-level work climate outcomes commonly studied in this theoretical context. Meta-analysis allows us to resolve inconsistencies in previous (...)
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  12.  71
    Ethical Egoism.Nathan Nobis - 2020 - 1000-Word Philosophy: An Introductory Anthology.
    Selfishness is often considered a vice and selfish actions are often judged to be wrong. But sometimes we ought to do what’s best for ourselves: in a sense, we sometimes should be selfish. The ethical theory known as ethical egoism states that we are always morally required to do what’s in our own self-interest. The view isn’t that we are selfish—this is psychological egoism—but that we ought to be. This essay explores ethical egoism and the main arguments (...)
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  13.  59
    Ethical Phenomenology and Metaethics.Simon Kirchin - 2003 - Ethical Theory and Moral Practice 6 (3):241-264.
    In recent times, comments have been made and arguments advanced in support of metaethical positions based on the phenomenology of ethical experience – in other words, the feel that accompanies our ethical experiences. In this paper I cast doubt on whether ethical phenomenology supports metaethical positions to any great extent and try to tease out what is involved in giving a phenomenological argument. I consider three such positions: independent moral realism (IMR), another type of moral realism – (...)
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  14. Euthyphro’s Elenchus Experience: Ethical Expertise and Self-Knowledge. [REVIEW]Robert C. Reed - 2013 - Ethical Theory and Moral Practice 16 (2):245-259.
    The paper argues that everyday ethical expertise requires an openness to an experience of self-doubt very different from that involved in becoming expert in other skills—namely, an experience of profound vulnerability to the Other similar to that which Emmanuel Levinas has described. Since the experience bears a striking resemblance to that of undergoing cross-examination by Socrates as depicted in Plato’s early dialogues, I illustrate it through a close reading of the Euthyphro, arguing that Euthyphro’s vaunted “expertise” conceals a reluctance (...)
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  15. Challenges to Audi's Ethical Intuitionism.Klemens Kappel - 2002 - Ethical Theory and Moral Practice 5 (4):391-413.
    Robert Audi's ethical intuitionism (Audi, 1997, 1998) deals effectively with standard epistemological problems facing the intuitionist. This is primarily because the notion of self-evidence employed by Audi commits to very little. Importantly, according to Audi we might understand a self-evident moral proposition and yet not believe it, and we might accept a self-evident proposition because it is self-evident, and yet fail to see that it is self-evident. I argue that these and similar features give rise to certain challenges to (...)
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  16. Ethical Non-Naturalism and the Metaphysics of Supervenience.Tristram McPherson - 2012 - In Oxford Studies in Metaethics Vol 7. pp. 205.
    It is widely accepted that the ethical supervenes on the natural, where this is roughly the claim that it is impossible for two circumstances to be identical in all natural respects, but different in their ethical respects. This chapter refines and defends the traditional thought that this fact poses a significant challenge to ethical non-naturalism, a view on which ethical properties are fundamentally different in kind from natural properties. The challenge can be encapsulated in three core (...)
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  17.  64
    Business Ethics and Religion: Religiosity as a Predictor of Ethical Awareness Among Students. [REVIEW]Stephen J. Conroy & Tisha L. N. Emerson - 2004 - Journal of Business Ethics 50 (4):383-396.
    We survey students at two Southern United States universities (one public and one private, religiously affiliated). Using a survey instrument that includes 25 vignettes, we test two important hypotheses: whether ethical attitudes are affected by religiosity (H1) and whether ethical attitudes are affected by courses in ethics, religion or theology (H2). Using a definition of religiosity based on behavior (church attendance), our results indicate that religiosity is a statistically significant predictor of responses in a number of ethical (...)
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  18.  94
    Codes of Ethics as Signals for Ethical Behavior.Janet S. Adams, Armen Tashchian & Ted H. Shore - 2001 - Journal of Business Ethics 29 (3):199 - 211.
    This study investigated effects of codes of ethics on perceptions of ethical behavior. Respondents from companies with codes of ethics (n = 465) rated role set members (top management, supervisors, peers, subordinates, self) as more ethical and felt more encouraged and supported for ethical behavior than respondents from companies without codes (n = 301). Key aspects of the organizational climate, such as supportiveness for ethical behavior, freedom to act ethically, and satisfaction with the outcome of (...) problems were impacted by the presence of an ethics code. The mere presence of a code of ethics appears to have a positive impact on perceptions of ethical behavior in organizations, even when respondents cannot recall specific content of the code. (shrink)
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  19. Ethical Decision Making in Organizations: The Role of Leadership Stress.Marcus Selart & Svein Tvedt Johansen - 2011 - Journal of Business Ethics 99 (2):129 - 143.
    Across two studies the hypotheses were tested that stressful situations affect both leadership ethical acting and leaders' recognition of ethical dilemmas. In the studies, decision makers recruited from 3 sites of a Swedish multinational civil engineering company provided personal data on stressful situations, made ethical decisions, and answered to stress-outcome questions. Stressful situations were observed to have a greater impact on ethical acting than on the recognition of ethical dilemmas. This was particularly true for situations (...)
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  20.  67
    An Exploratory Study Into the Factors Impeding Ethical Consumption.Jeffery Bray, Nick Johns & David Kilburn - 2011 - Journal of Business Ethics 98 (4):597 - 608.
    Although consumers are increasingly engaged with ethical factors when forming opinions about products and making purchase decisions, recent studies have highlighted significant differences between consumers' intentions to consume ethically, and their actual purchase behaviour. This article contributes to an understanding of this 'Ethical Purchasing Gap' through a review of existing literature, and the inductive analysis of focus group discussions. A model is suggested which includes exogenous variables such as moral maturity and age which have been well covered in (...)
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  21.  67
    Examining the Link Between Ethical Leadership and Employee Misconduct: The Mediating Role of Ethical Climate. [REVIEW]David M. Mayer, Maribeth Kuenzi & Rebecca L. Greenbaum - 2010 - Journal of Business Ethics 95 (1):7-16.
    Drawing on theory and research on ethical leadership and ethical climate, we examine ethical climate as a mediator of the relationship between ethical leadership and employee misconduct. Using a sample of 1,525 employees and their supervisors in 300 units in different organizations, we find support for our hypothesized model. We discuss theoretical and practical implications of these findings.
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  22.  79
    CEO Ethical Leadership, Ethical Climate, Climate Strength, and Collective Organizational Citizenship Behavior.Yuhyung Shin - 2012 - Journal of Business Ethics 108 (3):299-312.
    In spite of an increasing number of studies on ethical climate, little is known about the antecedents of ethical climate and the moderators of the relationship between ethical climate and work outcomes. The present study conducted firm-level analyses regarding the relationship between chief executive officer (CEO) ethical leadership and ethical climate, and the moderating effect of climate strength (i.e., agreement in climate perceptions) on the relationship between ethical climate and collective organizational citizenship behavior (OCB). (...)
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  23.  94
    Do What Consumers Say Matter? The Misalignment of Preferences with Unconstrained Ethical Intentions.Pat Auger & Timothy M. Devinney - 2007 - Journal of Business Ethics 76 (4):361-383.
    Nearly all studies of consumers’ willingness to engage in ethical or socially responsible purchasing behavior is based on unconstrained survey response methods. In the present article we ask the question of how well does asking consumers the extent to which they care about a specific social or ethical issue relate to how they would behave in a more constrained environment where there is no socially acceptable response. The results of a comparison between traditional survey questions of “intention to (...)
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  24. Corporate Ethical Codes: Effective Instruments For Influencing Behavior.Betsy Stevens - 2008 - Journal of Business Ethics 78 (4):601-609.
    This paper reviews studies of corporate ethical codes published since 2000 and concludes that codes be can effective instruments for shaping ethical behavior and guiding employee decision-making. Culture and effective communication are key components to a code’s success. If codes are embedded in the culture and embraced by the leaders, they are likely to be successful. Communicating the code’s precepts in an effective way is crucial to its success. Discussion between employees and management is a key component of (...)
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  25.  87
    In Search of Virtue: The Role of Virtues, Values and Character Strengths in Ethical Decision Making.Mary Crossan, Daina Mazutis & Gerard Seijts - 2013 - Journal of Business Ethics 113 (4):567-581.
    We present a comprehensive model that integrates virtues, values, character strengths and ethical decision making (EDM). We describe how a largely consequentialist ethical framework has dominated most EDM scholarship to date. We suggest that reintroducing a virtue ethical perspective to existing EDM theories can help to illustrate deficiencies in existing decision-making models, and suggest that character strengths and motivational values can serve as natural bridges that link a virtue framework to EDM in organizations. In conjunction with the (...)
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  26.  58
    When Leadership Goes Unnoticed: The Moderating Role of Follower Self-Esteem on the Relationship Between Ethical Leadership and Follower Behavior. [REVIEW]James B. Avey, Michael E. Palanski & Fred O. Walumbwa - 2011 - Journal of Business Ethics 98 (4):573 - 582.
    The authors examined the effects of ethical leadership on follower organizational citizenship behavior (OCB) and deviant behavior. Drawing upon research related to the behavioral plasticity hypothesis, the authors examined a moderating role of follower self-esteem in these relationships. Results from a field study revealed that ethical leadership is positively related to follower OCB and negatively related to deviance. We found that these relationships are moderated by followers' self-esteem, such that the relationships between ethical leadership and OCB as (...)
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  27.  74
    The Effect of Organizational Culture and Ethical Orientation on Accountants' Ethical Judgments.Patricia Casey Douglas, Ronald A. Davidson & Bill N. Schwartz - 2001 - Journal of Business Ethics 34 (2):101 - 121.
    This paper examines the relationship between organizational ethical culture in two large international CPA firms, auditors'' personal values and the ethical orientation that those values dictate, and judgments in ethical dilemmas typical of those that accountants face. Using an experimental task consisting of multiple judgments designed to vary in "moral intensity" (Jones, 1991), and unique as well as tried-and-true approaches to variable measurements, this study examined the judgments of more than three hundred participants in our study. ANCOVA (...)
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  28.  75
    Work Engagement and Machiavellianism in the Ethical Leadership Process.Deanne N. Den Hartog & Frank D. Belschak - 2012 - Journal of Business Ethics 107 (1):35-47.
    Leaders who express an ethical identity are proposed to affect followers’ attitudes and work behaviors. In two multi-source studies, we first test a model suggesting that work engagement acts as a mediator in the relationships between ethical leadership and employee initiative (a form of organizational citizenship behavior) as well as counterproductive work behavior. Next, we focus on whether ethical leadership always forms an authentic expression of an ethical identity, thus in the second study, we add leader (...)
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  29. Exploring the Process of Ethical Leadership: The Mediating Role of Employee Voice and Psychological Ownership. [REVIEW]James B. Avey, Tara S. Wernsing & Michael E. Palanski - 2012 - Journal of Business Ethics 107 (1):21-34.
    The study of ethical leadership has emerged as an important topic for understanding the effects of leadership in organizations. In a study with 845 working adults across multiple organizations, the relationships between ethical leadership with positive employee outcomes were examined. Results suggest that ethical leadership is related to both psychological well-being and job satisfaction in employees, but the processes are different. Employee voice mediated the relationship between ethical leadership and psychological well-being. Feelings of psychological ownership mediated (...)
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  30.  44
    Nurses' Moral Sensitivity and Hospital Ethical Climate: A Literature Review.Jessica Schluter, Sarah Winch, Kerri Holzhauser & Amanda Henderson - 2008 - Nursing Ethics 15 (3):304-321.
    Increased technological and pharmacological interventions in patient care when patient outcomes are uncertain have been linked to the escalation in moral and ethical dilemmas experienced by health care providers in acute care settings. Health care research has shown that facilities that are able to attract and retain nursing staff in a competitive environment and provide high quality care have the capacity for nurses to process and resolve moral and ethical dilemmas. This article reports on the findings of a (...)
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  31. Ethical Leadership: Examining the Relationships with Full Range Leadership Model, Employee Outcomes, and Organizational Culture.Shamas-ur-Rehman Toor & George Ofori - 2009 - Journal of Business Ethics 90 (4):533-547.
    Leadership which lacks ethical conduct can be dangerous, destructive, and even toxic. Ethical leadership, though well discussed in the literature, has been tested empirically as a construct in very few studies. An empirical investigation of ethical leadership in Singapore's construction industry is reported. It is found that ethical leadership is positively and significantly associated with transformational leadership, transformational culture of organization, contingent reward dimension of transactional leadership, leader effectiveness, employee willingness to put in extra effort, and (...)
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  32. A Cross-Cultural Examination of the Endorsement of Ethical Leadership.Christian J. Resick, Paul J. Hanges, Marcus W. Dickson & Jacqueline K. Mitchelson - 2006 - Journal of Business Ethics 63 (4):345-359.
    The western-based leadership and ethics literatures were reviewed to identify the key characteristics that conceptually define what it means to be an ethical leader. Data from the Global Leadership and Organizational Effectiveness (GLOBE) project were then used to analyze the degree to which four aspects of ethical leadership – Character/Integrity, Altruism, Collective Motivation, and Encouragement – were endorsed as important for effective leadership across cultures. First, using multi-group confirmatory factor analyses measurement equivalence of the ethical leadership scales (...)
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  33.  49
    An Examination of Differences in Ethical Decision-Making Between Canadian Business Students and Accounting Professionals.Jeffrey R. Cohen, Laurie W. Pant & David J. Sharp - 2001 - Journal of Business Ethics 30 (4):319 - 336.
    This study investigates the differences in individuals'' ethical decision making between Canadian university business students and accounting professionals. We examine the differences in three measures known to be important in the ethical decision-making process: ethical awareness, ethical orientation, and intention to perform questionable acts. We tested for differences in these three measures in eight different questionable actions among three groups: students starting business studies, those in their final year of university, and professional accountants.The measures of awareness (...)
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  34.  87
    The Relationship Between Unethical Behavior and the Dimensions of the Ethical Climate Questionnaire.D. K. Peterson - 2002 - Journal of Business Ethics 41 (4):313 - 326.
    This study examined the relationship between unethical employee behavior and the dimensions of the Ethical Climate Questionnaire (ECQ). In order to explore the relationship between the dimensions of the ECQ and unethical behavior, the factor structure of five previously identified empirical models and the hypothesized nine-dimension model for the ECQ was tested with a confirmatory factor analysis. The analysis revealed that the hypothesized nine-dimension model provided as good or even better fit to the data than the five empirically derived (...)
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  35.  36
    Work Engagement and Machiavellianism in the Ethical Leadership Process.Deanne N. Hartog & Frank D. Belschak - 2012 - Journal of Business Ethics 107 (1):35-47.
    Leaders who express an ethical identity are proposed to affect followers’ attitudes and work behaviors. In two multi-source studies, we first test a model suggesting that work engagement acts as a mediator in the relationships between ethical leadership and employee initiative (a form of organizational citizenship behavior) as well as counterproductive work behavior. Next, we focus on whether ethical leadership always forms an authentic expression of an ethical identity, thus in the second study, we add leader (...)
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  36. From Inaction to External Whistleblowing: The Influence of the Ethical Culture of Organizations on Employee Responses to Observed Wrongdoing. [REVIEW]Muel Kaptein - 2011 - Journal of Business Ethics 98 (3):513 - 530.
    Putting measures in place to prevent wrongdoing in organizations is important, but detecting and correcting wrongdoing are also vital. Employees who detect wrongdoing should, therefore, be encouraged to respond in a manner that supports corrective action. This article examines the influence of the ethical culture of organizations on employee responses to observed wrongdoing. Different dimensions of ethical culture are related to different types of intended responses. The findings show that several dimensions of ethical culture were negatively related (...)
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  37.  63
    Ethics Codes and Sales Professionals' Perceptions of Their Organizations' Ethical Values.Sean Valentine & Tim Barnett - 2002 - Journal of Business Ethics 40 (3):191 - 200.
    Most large companies and many smaller ones have adopted ethics codes, but the evidence is mixed as to whether they have a positive impact on the behavior of employees. We suggest that one way that ethics codes could contribute to ethical behavior is by influencing the perceptions that employees have about the ethical values of organizations. We examine whether a group of sales professionals in organizations with ethics codes perceive that their organizational context is more supportive of (...) behavior than sales professionals in companies without codes. After accounting for the effect of several covariates, our results indicated that sales professionals employed in organizations with codes of ethics perceived their work environments to have more positive ethical values than did other sales professionals. (shrink)
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  38. Ethical Blindness.Guido Palazzo, Franciska Krings & Ulrich Hoffrage - 2012 - Journal of Business Ethics 109 (3):323-338.
    Many models of (un)ethical decision making assume that people decide rationally and are in principle able to evaluate their decisions from a moral point of view. However, people might behave unethically without being aware of it. They are ethically blind. Adopting a sensemaking approach, we argue that ethical blindness results from a complex interplay between individual sensemaking activities and context factors.
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  39. How Sustainability Ratings Might Deter 'Greenwashing': A Closer Look at Ethical Corporate Communication. [REVIEW]Béatrice Parguel, Florence Benoît-Moreau & Fabrice Larceneux - 2011 - Journal of Business Ethics 102 (1):15-28.
    Of the many ethical corporate marketing practices, many firms use corporate social responsibility (CSR) communication to enhance their corporate image. Yet, consumers, overwhelmed by these more or less well-founded CSR claims, often have trouble identifying truly responsible firms. This confusion encourages ‘greenwashing’ and may make CSR initiatives less effective. On the basis of attribution theory, this study investigates the role of independent sustainability ratings on consumers’ responses to companies’ CSR communication. Experimental results indicate the negative effect of a poor (...)
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  40. Individual Moral Development and Ethical Climate: The Influence of Person–Organization Fit on Job Attitudes. [REVIEW]Maureen L. Ambrose, Anke Arnaud & Marshall Schminke - 2008 - Journal of Business Ethics 77 (3):323 - 333.
    This research examines how the fit between employees moral development and the ethical work climate of their organization affects employee attitudes. Person-organization fit was assessed by matching individuals' level of cognitive moral development with the ethical climate of their organization. The influence of P-O fit on employee attitudes was assessed using a sample of 304 individuals from 73 organizations. In general, the findings support our predictions that fit between personal and organizational ethics is related to higher levels of (...)
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  41.  72
    The Moderating Effect of Individuals' Perceptions of Ethical Work Climate on Ethical Judgments and Behavioral Intentions.Tim Barnett & Cheryl Vaicys - 2000 - Journal of Business Ethics 27 (4):351 - 362.
    Dimensions of the ethical work climate, as conceptualized by Victor and Cullen (1988), are potentially important influences on individual ethical decision-making in the organizational context. The present study examined the direct and indirect effects of individuals' perceptions of work climate on their ethical judgments and behavioral intentions regarding an ethical dilemma. A national sample of marketers was surveyed in a scenario-based research study. The results indicated that, although perceived climate dimensions did not have a direct effect (...)
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  42.  94
    Ethical Analyses of HRM: A Review and Research Agenda. [REVIEW]Michelle Greenwood - 2013 - Journal of Business Ethics 114 (2):355-366.
    The very idea of human resource management raises ethical considerations: What does it mean to us as humans for human beings to be managed as resources? Intriguingly, the field of ethics and HRM remains underdeveloped. Current approaches to HRM fail to place ethical considerations as their central warrant. This article, building on Greenwood (J Bus Ethics 36(3):261–279, 2002), argues for a deeper analysis of ethical issues in HRM, indeed for a differentiated ethical perspective of HRM that (...)
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  43.  37
    Whence the Demand for Ethical Theory?Matthieu Queloz & Damian Cueni - forthcoming - American Philosophical Quarterly.
    Where does the impetus towards ethical theory come from? What drives humans to make values explicit, consistent, and discursively justifiable? This paper situates the demand for ethical theory in human life by identifying the practical needs that give rise to it. Such a practical derivation puts the demand in its place: while finding a place for it in the public decision-making of modern societies, it also imposes limitations on the demand by presenting it as scalable and context-sensitive. This (...)
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  44.  37
    Examining the Cognitive and Affective Trust-Based Mechanisms Underlying the Relationship Between Ethical Leadership and Organisational Citizenship: A Case of the Head Leading the Heart?Alexander Newman, Kohyar Kiazad, Qing Miao & Brian Cooper - 2014 - Journal of Business Ethics 123 (1):1-11.
    In this paper, we investigate the trust-based mechanisms underlying the relationship between ethical leadership and followers’ organisational citizenship behaviours (OCBs). Based on three-wave survey data obtained from 184 employees and their supervisors, we find that ethical leadership leads to higher levels of both affective and cognitive trust. In addition, we find support for a three-path mediational model, where cognitive trust and affective trust, in turn, mediate the relationship between ethical leadership and follower OCBs. That is to say, (...)
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  45. Leader Ethical Decision-Making in Organizations: Strategies for Sensemaking. [REVIEW]Chase E. Thiel, Zhanna Bagdasarov, Lauren Harkrider, James F. Johnson & Michael D. Mumford - 2012 - Journal of Business Ethics 107 (1):49-64.
    Organizational leaders face environmental challenges and pressures that put them under ethical risk. Navigating this ethical risk is demanding given the dynamics of contemporary organizations. Traditional models of ethical decision-making (EDM) are an inadequate framework for understanding how leaders respond to ethical dilemmas under conditions of uncertainty and equivocality. Sensemaking models more accurately illustrate leader EDM and account for individual, social, and environmental constraints. Using the sensemaking approach as a foundation, previous EDM models are revised and (...)
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  46. Toward a Model of Cross-Cultural Business Ethics: The Impact of Individualism and Collectivism on the Ethical Decision-Making Process.Bryan W. Husted & David B. Allen - 2008 - Journal of Business Ethics 82 (2):293-305.
    In this paper, we explore the impact of individualism and collectivism on three basic aspects of ethical decision making - the perception of moral problems, moral reasoning, and behavior. We argue that the inclusion of business practices within the moral domain by the individual depends partly upon individualism and collectivism. We also propose a pluralistic approach to post-conventional moral judgment that includes developmental paths appropriate for individualist and collectivist cultures. Finally, we argue that the link between moral judgment and (...)
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  47.  55
    The Relationship Between Ethical Leadership and Unethical Pro-Organizational Behavior: Linear or Curvilinear Effects? [REVIEW]Q. Miao, A. Newman, J. Yu & L. Xu - 2013 - Journal of Business Ethics 116 (3):641-653.
    In this study, we examine the nature of the relationship between ethical leadership and unethical pro-organizational behavior (UPB), defined as unethical behavior conducted by employees with the aim of benefiting their organization, and whether the strength of the relationship differs between subordinates experiencing high and low identification with supervisor. Based on three-wave survey data obtained from 239 public sector employees in China, we find that ethical leadership has an inverted u-shaped (curvilinear) relationship with UPB. As the level of (...)
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  48. Motivations of the Ethical Consumer.Oliver M. Freestone & Peter J. McGoldrick - 2008 - Journal of Business Ethics 79 (4):445-467.
    There are strong indications that many consumers are switching towards more socially and environmentally responsible products and services, reflecting a shift in consumer values indicated in several countries. However, little is known about the motives that drive some toward, or deter others from, higher levels of ethical concern and action in their purchasing decisions. Following a qualitative investigation using ZMET and focus group discussions, a questionnaire was developed and administered to a representative sample of consumers; nearly 1,000 usable questionnaires (...)
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  49. Do Role Models Matter? An Investigation of Role Modeling as an Antecedent of Perceived Ethical Leadership.Michael E. Brown & Linda K. Treviño - 2014 - Journal of Business Ethics 122 (4):1-12.
    Thus far, we know much more about the significant outcomes of perceived ethical leadership than we do about its antecedents. In this study, we focus on multiple types of ethical role models as antecedents of perceived ethical leadership. According to social learning theory, role models facilitate the acquisition of moral and other types of behavior. Yet, we do not know whether having had ethical role models influences follower perceptions of one’s ethical leadership and, if so, (...)
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  50. An Empirical Study of Leader Ethical Values, Transformational and Transactional Leadership, and Follower Attitudes Toward Corporate Social Responsibility.Kevin S. Groves & Michael A. LaRocca - 2011 - Journal of Business Ethics 103 (4):511-528.
    Several leadership and ethics scholars suggest that the transformational leadership process is predicated on a divergent set of ethical values compared to transactional leadership. Theoretical accounts declare that deontological ethics should be associated with transformational leadership while transactional leadership is likely related to teleological ethics. However, very little empirical research supports these claims. Furthermore, despite calls for increasing attention as to how leaders influence their followers’ perceptions of the importance of ethics and corporate social responsibility (CSR) for organizational effectiveness, (...)
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