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1.
The authors argue that the time is ripe for national and corporate leaders to move consciously towards the development of global ethics. This papers presents a model of global ethics, a rationale for the development of global ethics, and the implications of the model for research and practice.Paul F. Buller is an Associate Professor of management in the School of Business Administration at Gonzaga University where he teaches courses in strategic management. Dr. Buller holds a PhD degree in Business Administration from the University of Washington, and has published a number of articles appearing in academic and practitioner journals.John Kohls is an Associate Professor of Management at Gonzaga University. He teaches classes in Business Ethics, Business, Government and Society, and Organizational Behavior. He has written numerous articles in these areas and conducts Management Development workshops including Ethics, Organizational Culture, and Leadership.Kenneth S. Anderson is an Associate Professor of management at the School of Business Administration, Gonzaga University. His research interests include ethics, burnout, and linkages between strategy and human resource management. 相似文献
2.
Early strategy scholars have pointed to the importance of reflecting on moral issues within the scope of strategic management.
Although strategy content and context have been discussed in relation to ethical reflection, the third aspect, strategy process,
has found only little or no attention with regard to ethics. We argue that by emphasizing the process perspective one can
understand the related character of strategic management and ethical reflection. We discuss this relatedness along formal,
functional, and procedural similarities. Whereas formal aspects refer to the conditions under which both processes occur,
functional aspects look at the role that strategy process and ethical reflection fulfill. Procedural aspects account for similarities
in the nature of both processes insofar as the activities that are conducted within each process phase share common characteristics.
We claim that ethical reflection can be thought of as an integrative part of strategic management – either explicitly or implicitly.
Michael Behnam received his PhD from the University of Frankfurt, Germany. He is an Associate Professor of Management at the
Sawyer Business School, Suffolk University, Boston, USA. Prior to this he was the Head of the Department of International
Management at the European Business School, Germany. His research has been published in Journal of Business Ethics, Journal
of International Business and Economy as well as in German top-tier outlets. He authored or co-authored numerous book chapters
as well as three books, most recently the 7th edition of a textbook on Strategic Management. His research areas are Strategic
Management, International Management and Business Ethics.
Andreas Rasche received his PhD from European Business School, Germany and is currently Assistant Professor for Business Ethics
at Helmut-Schmidt-University, University of the Federal Armed Forces in Hamburg, Germany. He has published articles in the
Journal of Business Ethics, Business Ethics Quarterly and authored numerous book chapters on international accountability
standards. He has gained working experience at the United Nations in Washington D.C. and New York and works closely with the
United Nations Global Compact Office. His research interests and publications focus on the process of standardization in the
field of CSR and the adoption of standards by corporations. More information is available under: http://www.arasche.com 相似文献
3.
Manuel Guillén Joan Fontrodona Alfredo Rodríguez-Sedano 《Journal of Business Ethics》2007,74(4):409-423
Various international authorities have insisted on the importance of ethical learning in higher education for would-be professionals,
including students of Business Administration. As the process of creating the European Higher Education Area gathers pace,
first steps have been taken to explicitly incorporate ethics in the common European Qualifications Framework (EQF). However,
the authors of this study show how in the course of the EQF development process, the consideration given to ethical qualifications
has been curtailed and subjected to serious limitations. In this article, the authors review the historical development and
the main elements of the EQF. Then, they analyze the gradual elimination of ethics within the EQF. Finally, they highlight
the implications of this gradual elimination and propose avenues for further research.
Manuel Guillén is Senior Lecturer in Management, at the University of Valencia (Spain). Prof. Guillén earned his PhD in Management
with a specialization in ethics and strategic management integration. He has been a Visiting Scholar at the University of
St. Thomas, Minnesota (USA), at the University of Notre Dame, Indiana, USA, and guest Visiting Student at IESE Business School
doctoral program, in Barcelona. He has presented some of his research at the top conferences in the field and has published
in business ethics and management journals. Since 1997 he has taught Business Ethics courses in different business schools,
institutions, and companies.
Joan Fontrodona is an Associate Professor of Business Ethics and Academic Director of the Center for Business in Society at
IESE Business School. He is member of the Academic Board of EABIS, Chairman of EBEN-Spain, and Member of the Executive Committee
of ASEPAM, the Spanish Local Network of the Global Compact. He has published several books and papers on business ethics,
corporate social responsibility, philosophy, and management.
Alfredo Rodríguez-Sedano holds a PhD in Philosophy and a PhD in Business Administration. He is Professor of Sociology at the
Education Department of the University of Navarre (Spain). He is also Visiting Professor at the Catholic University of the
West (El Salvador). He has been Visiting Professor at the University of Andes (Chile) and Regular Professor at the Catholic
University of Sacred Conception (Chile). He has published 16 books, 12 book chapters, and 15 articles on different subjects
in the fields of management, philosophy, and education. 相似文献
4.
5.
Lynne M. Andersson Robert A. Giacalone Carole L. Jurkiewicz 《Journal of Business Ethics》2007,70(4):401-409
A longitudinal study of 308 white-collar U.S. employees revealed that feelings of hope and gratitude increase concern for
corporate social responsibility (CSR). In particular, employees with stronger hope and gratitude were found to have a greater
sense of responsibility toward employee and societal issues; interestingly, employee hope and gratitude did not affect sense
of responsibility toward economic and safety/quality issues. These findings offer an extension of research by Giacalone, Paul,
and Jurkiewicz (2005, Journal of Business Ethics, 58, 295-305).
Lynne M. Andersson, Ph.D. is Associate Professor of Human Resource Management at the Fox School of Business and Management,
Temple University, in Philadelphia, Pennsylvania. Her teaching and scholarship focus on the dark side of business organizations;
in particular, she’s been examining some social maladies that are arguably associated with late capitalism (cynicism and incivility)
as well as the role of social activism in countering capitalist barriers to sustainability.
Robert A. Giacalone, Ph.D. is Professor of Human Resource Management at the Fox School of Business and Management, Temple
University, in Philadelphia, Pennsylvania. His research interests focus on the impact of workplace spirituality and changing
values on business ethics. He is currently Co-editor of the Ethics in Practice book series.
Carole L. Jurkiewicz, Ph.D. is the John W. Dupuy Endowed Professor and Women’s Hospital Distinguished Professor of Healthcare
Management at Louisiana State University. She has published numerous research articles, books, and news articles on the topics
of organizational ethics, leadership, and behavior. 相似文献
6.
The Effectiveness of Business Codes: A Critical
Examination of Existing Studies and the Development of an Integrated Research Model 总被引:3,自引:2,他引:1
Business codes are a widely used management instrument. Research into the effectiveness of business codes has, however, produced
conflicting results. The main reasons for the divergent findings are: varying definitions of key terms; deficiencies in the
empirical data and methodologies used; and a lack of theory. In this paper, we propose an integrated research model and suggest
directions for future research.
Muel Kaptein is Professor of Business Ethics and Integrity Management at the Department of Business-Society Management at
RSM Erasmus University. His research interests include the management of ethics, the measurement of ethics and the ethics
of management. He has published papers in the Journal of Business Ethics, Business & Society, Organization Studies, Academy
of Management Review, Business & Society Review, Corporate Governance, Policing, Public Integrity, and European Management
Journal. He is the author of the books Ethics Management (Kluwer Academic Publishers, 1998),The Balanced Company (Oxford University
Press, 2002), and The Six Principles of Managing with Integrity (Spiro Press, 2005). Muel is also director at KPMG Integrity,
where he assisted more than 40 companies in developing their business code.
Mark S. Schwartz is Assistant Professor of Goverance, Law and Ethics at the Atkinson School of Administrative Studies at York
University (Toronto). His research interests include corporate ethics programs, ethical leadership, and corporate social responsibility.
He has published papers in the Journal of Business Ethics, Business & Society, Business Ethics Quarterly, Professional Ethics,
and the Journal of Management History, and is a co-author of the textbook Business Ethics: Readings and Cases in Corporate
Morality (McGraw Hill). He is also a Research Fellow of the Center of Business Ethics (Bentley College) and the Business Ethics
Center of Jerusalem (Jerusalem College of Technology). 相似文献
7.
Richard A. Bernardi Michael R. Melton Scott D. Roberts David F. Bean 《Journal of Business Ethics》2008,82(1):157-170
This study compares the level of ethics research published in 25 business-ethics journals and the Top-40 journals for the
accounting, finance, and marketing disciplines. This research documents an increasing level of ethics research in the accounting
and marketing disciplines starting in 1992. While the level of finance doctorates reported by the Association to Advance Collegiate
Schools of Business (AACSB) has increased at a higher rate (40.4%) than accounting (18.4%) and marketing (32.2%) since 1995,
this increase has not been reflected in the level of ethics scholarship in finance. The level of ethics scholarship in finance
remained relatively constant between 1987 and 2005 at an average of seven coauthor-adjusted articles per year. However, both
the accounting and marketing disciplines now regularly publish approximately 50 coauthor-adjusted articles each year.
Richard A. Bernardi, Professor of Accounting at Roger Williams University, is a retired Air Force lieutenant colonel who flew
B-52s and FB-111s. Dr. Bernardi received a PhD in Accounting from Union College in 1992. He has published over 80 articles
as well as receiving Teaching Excellence Awards from Roger Williams University and the State University of New York.
Michael R. Melton, Associate Professor of Finance at Roger Williams University, received a PhD in Finance from the University
of Nebraska-Lincoln. He is currently the Director of the Center for Advanced Financial Education in the Gabelli School of
Business at Roger Williams University.
Scott D. Roberts is the Associate Dean and an Associate Professor of Marketing at Saint Edwards University. Dr. Roberts received
a PhD in Marketing from the University of Utah in 1988; since then, he has published 50 articles in marketing and consumer
behavior journals and proceedings.
David F. Bean, the Senior Research Consultant at B. D. & C. Academic Consultants, has extensive public and private accounting
experience. In academia he attained the rank of Full Professor and has published numerous journal articles. He was granted
his PhD in Accounting from Temple University in 1994.
The authors are involved in several research projects and alternate lead author responsibilities; the authors contribute equally
to all of their published work. 相似文献
8.
9.
Christopher Robertson K. M. Gilley William F. Crittenden 《Journal of Business Ethics》2008,78(4):623-634
As multinational firms explore new and promising national markets two of the most crucial elements in the strategic decision
regarding market-entry are the level of corruption and existing trade barriers. One form of corruption that is crucially important
to firms is the theft of intellectual property. In particular, software piracy has become a hotly debated topic due to the
deep costs and vast levels of piracy around the world. The purpose of this paper is to assess how laissez-faire trade policies
and corruption affect national software piracy rates. Using invisible hand theory, as well as literature from the fields of
international strategy and ethics, formal research hypotheses are posited and tested. Results suggest that corruption mediates
the relationship between economic freedom and software piracy. Implications for multinational managers and researchers are
also addressed.
Christopher J. Robertson (B.S. University of Rhode Island; M.B.A. and Ph.D., Florida State University) is an Associate Professor
in the International Business and Strategy Group at Northeastern University. He has taught in Virginia, Florida, Spain, Peru
and Ecuador and is a two time Fulbright Scholar. Professor Robertson’s Primary research stream is cross-cultural management
with a focus on ethics and strategy. His work has been published in journals such as the Journal of World Business, Strategic
Management Journal, Journal of Business Ethics, Management International Review, Organizational Dynamics and Business Horizons.
K Matthew Gilley (B.A and M.B.A University of North Texas; Ph.D., University of Texas at Arlington) is the Bill Greehey Endowed
Chair in Business Ethics and Corporate Social Responsibility in the Greehey School of Business at St. Mary’s University. His
primary research explores issues of executive compensation, governance, international ethics, and outsourcing. His work has
appeared in the Strategic Management Journal, the Academy of Management Journal, the Journal of Management, the Journal International
Business Studies, and other outlets.
William F. Crittenden, Senior Associate Dean, Dean of Faculty and Professor, General Management Group. A consultant and advisor
to various private, public, and nonprofit organizations, Professor Crittenden has worked with such U.S based organizations
as Boston Beer Company, BAE Systems, EG&G, Intronics, Lotus Software, Wal-Mart Stores, Boston Management Consortium, Head
Start, Jefferson Hospital, Nazareth, the new England Association of Quality Clubs, and The Professional Council, and with
Funducion CANE in Buenos Aires, Argentina, and Banco Nacional de Comercio Exterior of Monterrey, Mexico. He is a member of
numerous professional organizations including the Strategic Management Society, the Academy of Management, and the Academy
of Marketing Sciences. He is a former Chair of the Public & Nonprofit Division of the Academy of Management. Professor Crittenden
holds a BA from the University of Michigan, an MBA from Aubum University, and a PhD from the University of Arkansas. 相似文献
10.
This article is an attempt to understand ethical theory not just as a set of well-developed philosophical perspectives but
as a range of moral capacities that human beings more or less grow into over the course of their lives. To this end, we explore
the connection between formal ethical theories and stage developmental psychologies, showing how individuals mature morally,
regarding their duties, responsibilities, ideals, goals, values, and interests. The primary method is to extract from the
writings of Kohlberg and his students the cues that help to flesh out a developmental picture of a wide range of ethical perspectives.
Thus, developmental psychology benefits from gaining a broader understanding of “morality” and “ethics,” and ethical theory
benefits from a richer understanding of how moral maturity arises from youthful beginnings in juvenile and adolescent thinking.
Results of this study offer insight into the difficulty of teaching ethics and a refined ability to assess moral maturity
in business activity.
F. Neil Brady is the Jack R. Wheatley Professor of Management Ethics in the Romney Institute of Public Management and a member
of the Ethics Group at the Marriott School of Management at Brigham Young University. He has published over thirty articles
on ethics in a variety of journals including the Academy of Management Review, Administration & Society, and the Journal of Public Administration Research and Theory. He has authored Ethical Managing (Macmillan 1990) and edited Ethical Universals in International Business (Springer Verlag 1996). For twenty years, his research has focused on the application of ethical theory to managerial decisions.
David W. Hart is assistant professor of public management in the Romney Institute of Public Management and a member of the
Ethics Group at the Marriott School of Management at Brigham Young University. He received his PhD from the State University
of New York at Albany. His current research focuses on administrative ethics, business-government interaction, and the external
environment of organizations. He has published in a variety of journals and is the co-author of a book. Wall Street Polices Itself: How Securities Firms Manage the Legal Hazards of Competitive Pressures (Oxford University Press, 1998). 相似文献
11.
Today’s sweatshops violate our notions of justice, yet they continue to flourish. This is so because we have not settled on
criteria that would allow us to condemn and do away with them and because the poor working conditions in certain places are
preferable to the alternative of no job at all. In this paper, we examine these phenomena. We consider the definitional dilemmas
posed by sweatshops by routing a standard definition of sweatshops through the precepts put forward in the literature on justice
and virtue ethics. We conclude that fixing on definitions is pointless and misleading and that we are better off looking at
whether or not a workplace violates the basic human rights of workers and whether or not the working conditions there cohere
with situations on which we have already rendered judgments. In the end, we suggest guidelines for businesses that operate
in the global workplace to help them avoid charges of running sweatshops. These recommendations account for the harsh living
conditions in certain developing and emerging countries as well as the norms of societies in developed countries.
* A summer research grant from the Frank G. Zarb School of Business at Hofstra University contributed toward making this research
possible.
Tara J. Radin is Visiting Assistant Professor in the Legal Studies and Business Ethics Department at the Wharton School and
Assistant Director of The American College Center for Ethics in Financial Services. She earned a J.D. from the University
of Virginia School of Law and an M.B.A. and Ph.D. in Management from the Darden School at the University of Virginia. Her
research encompasses topics such as employment, global labor practices, technology, privacy, corporate governance, and stakeholder
theory, and includes publications in journals such as Business Ethics Quarterly, Journal of Business Ethics, and American
Business Law Journal. She is also co-author of Employment and Employee Rights, published by Blackwell Publishers, Ltd.
Martin Calkins is Assistant Professor in the College of Management at the University of Massachusetts Boston. He earned a
Ph.D. in management from the University of Virginia, M.Div. and Th.M. degrees in theology from the Weston School of Theology,
and an M.I.M. in international management from the American Graduate School of International Management. His academic interests
include moral theory (in particular, casuistry and virtue theory) as well as contemporary international business issues such
as international codes, whistleblowing, sweatshops, and the impact of computer and Internet technologies on societies. 相似文献
12.
Although it seems that ethics and religion should be related, past research suggests mixed conclusions on the relationship.
We argue that such mixed results are mostly due to methodological and conceptual limitations. We develop hypotheses linking
Cornwall et al.’s (1986, Review of Religious Research, 27(3): 266–244) religious components to individuals’ willingness to justify ethically suspect behaviors. Using data on 63,087
individuals from 44 countries, we find support for three hypotheses: the cognitive, one affective, and the behavioral component
of religion are negatively related to ethics. Surprisingly, one aspect of the cognitive component (i.e., belief in religion)
shows no relationship. Implications for research and practice are discussed.
K. Praveen Parboteeah (Ph.D. Washington State University) is an Associate Professor of International Management in the Department
of Management, University of Wisconsin - Whitewater. Parboteeah’s research interests include international management, ethics,
religion and technology and innovation management. He has published articles in numerous academic journals including Academy of Management Journal, Organization Science, Decision Sciences, Small Group Research, Journal of Business Ethics,
Journal of World Business, Management International Review, International Journal of Human Resource Management, R&D Management
and Journal of Engineering and Technology Management
Martin Hoegl (Ph.D. University of Karlsruhe, Germany) is Professor at WHU – Otto Beisheim School of Management, where he holds
the Chair of Leadership and Human Resource Management. Before joining WHU, he served on the faculties of Washington State
University and Bocconi University (Milan, Italy). His research interests include leadership and collaboration in organizations,
management of R&D personnel, knowledge creation in innovation processes, and the management of geographically dispersed collaboration.
He has published in leading international journals, including the Academy of Management Journal, Organization Science, the Journal of Management, Decision Sciences, and others.
John B. Cullen is Professor of Management at Washington State University. He has also served on the faculties of the University
of Nebraska, the University of Rhode Island, Waseda and Keio Universities in Japan (as a Fulbright lecturer), and the Catholic
University of Lille in France. Professor Cullen is the past president of the Western Academy of Management. Professor Cullen
is the author or co-author of four books and over 60 journal articles. His publications have appeared in journals such as
Administrative Science Quarterly, Academy of Management Journal, Journal of International Business Studies, Journal of Management,
Organizational Studies, Management International Review, Journal of Vocational Behavior, American Journal of Sociology, Organizational
Dynamics, and the Journal of World Business. He currently serves on the editorial board of the Journal of Leadership and Organizational
Studies and has served on the editorial boards of the Academy of Management Journal and Advances in International Comparative
Management Journal. 相似文献
13.
Anusorn Singhapakdi Scott J. Vitell Kumar C. Rallapalli Kenneth L. Kraft 《Journal of Business Ethics》1996,15(11):1131-1140
Marketers must first perceive ethics and social responsibility to be important before their behaviors are likely to become more ethical and reflect greater social responsibility. However, little research has been conducted concerning marketers' perceptions regarding the importance of ethics and social responsibility as components of business decisions. The purpose of this study is to develop a reliable and valid scale for measuring marketers' perceptions regarding the importance of ethics and social responsibility. The authors develop an instrument for the measurement of the perceived role of ethics and social responsibility (PRESOR). Evidence that the scale is valid is presented through the assessment of scale reliability, as well as content and predictive validity. Finally, future research needs and the value of this construct to marketing are discussed.
Anusorn Singhapakdi is Associate Professor of Marketing at Old Dominion University. He received his Ph.D. in Marketing. His has published in the Journal of Macromarketing, the Journal of Business Ethics, the Business and Professional Ethics Journal, the Journal of Public Policy and Marketing, the Journal of Personal Selling and Sales Management and the Journal of the Academy of Marketing Science. He has presented papers at various professional conferences including the American Marketing Association and the Academy of Marketing Science.
Scott J. Vitell is Associate Professor of Marketing and holder of the Phil B. Hardin Chair of Marketing at the University of Mississippi. He received his Ph.D. in Marketing. His work has previously appeared in the Journal of Macromarketing, the Journal of Business Ethics, Research in Marketing, the Business and Professional Ethics Journal and the Journal of the Academy of Marketing Science as well as various other journals and proceedings.
Kumar C. Rallapalli is Assistant Professor of Marketing at Troy State University. His research has been published in the Journal of Business Ethics, the Journal of the Academy of Marketing Science and the Journal of Pharmaceutical Marketing and Management as well as various national and regional proceedings. His research interests include marketing ethics, health care marketing, international marketing and direct marketing.
Kenneth L. Kraft is Director of Graduate Studies at the University of Tampa. He received his DBA in Management. He has published numerous articles on Business Ethics, Organization Design and Strategic Planning in Journals such as the Academy of Management Review, America Business Review and the Journal of Business Ethics. His current research interest centers on the measurement of moral intensity. 相似文献
14.
Using Reidenbach and Robin‘s ( Journal of Business Ethics 7, 871–879, 1988) multi-criteria ethics instrument, we carried out
the first empirical test of Robertson and Crittenden‘s (Strategic Management Journal 24, 385–392, 2003) cross-cultural map
of moral philosophies to examine what ethical criteria guide business people in Russia and the U.S. in their intention to
behave. Competing divergence and convergence hypotheses
were advanced. Our results support a convergence hypothesis, and reveal a common emphasis on relativism. Americans are also
influenced by the justice criterion while Russians tend to emphasize utilitarianism.
Rafik I. Beekun (Ph.D., the University of Texas at Austin) is Professor of Management and Strategy in the Managerial Sciences
Department at the University of Nevada, Reno. His current research focuses on business ethics, national cultures, and the
link between management and spirituality. He has published in such journals as the Journal of Applied Psychology, Human Relations,
Journal of Management, Journal of Business Ethics and Decision Sciences. Correspondence regarding this article should be addressed
to him: MGRS 28, University of Nevada, Reno, NV 89557–0206.
James Westerman is an Associate Professor of Management at Appalachian State University. He received his Ph.D. in management
from the University of Colorado at Boulder. His research interests include person-organization fit, employee ethics, compensation,
and selection.
Jamal Barghouti (B.Sc., MBA, Ph.D Management) is currently Advisor on Petroleum Affairs, H.H. Ruler’s Court, Dubai. He is
also a lecturer at local universities including Dubai University College in human resources management, international business,
organizational behavior and business communication. He has about 35 years of experience in the oil industry in the U.S.A.,
U.K., Russia, and the Middle East. 相似文献
15.
Johan Graafland Muel Kaptein Corrie Mazereeuw-van der Duijn Schouten 《Journal of Business Ethics》2006,66(1):53-70
This paper explores the relationship between religious belief and the dilemmas Dutch executives confront in daily business practice. We find that the frequency with which dilemmas arise is directly related to various aspects of religious belief, such as the belief in a transcendental being and the intensity of religious practice. Despite this relationship, only 17% of the dilemmas examined involve a religious standard. Most dilemmas originate from a conflict between moral and practical standards. We also find that 79% of the identified dilemmas stem from a conflict between two or more internalized standards of the executive.Johan Graafland is a Professor of Economics, Business and Ethics at Tilburg University and Director of the Centre for Corporate Social Responsibility at the Department of Philosophy of Tilburg University. He has published articles in The Journal of Business Ethics, Business Ethics: A European Review, Philosophia Reformatica, Journal of Corporate Citizenship, Applied Economics, Economics Letters, Oxford Bulletin of Economics and Statistics, Empirical Economics, Journal of Policy Modelling, Public Finances/Finances Publique, Economic Modeling, Journal of Public Economics and others. His current research interests are corporate social responsibility and philosophy of economics.Muel Kaptein is a Professor of Business Ethics and Integrity Management at the RSM Erasmus University, where he chairs the Department of Business-Society Management. Muel is also a Director at KPMG Integrity and Investigation Services. He has published articles in a number of journals, including The Journal of Business Ethics, Business & Society Review, Organization Studies, Academy of Management Review and European Management Journal. His most recent books are The Six Principles of Managing with Integrity (Spiro Press) and The Balanced Company (Oxford University Press). His research interests include the management of ethics, the measurement of ethics and the ethics of management. Muel is a Section Editor of the Journal of Business Ethics.Corrie Mazereeuw-van der Duijn Schouten is a senior researcher at the Centre for Corporate Social Responsibility at Tilburg University, the Netherlands. She has several years of experience as business consultant in the field of organizational change and group processes within organizations. Her research interests include leadership, religion and corporate social responsibility. She is currently working on a PhD thesis on religion and leadership. 相似文献
16.
Ethical ideology is predicted to play a role in the occurrence of workplace deviance. Forsyths (1980) Ethics Position Questionnaire measures two dimensions of ethical ideology: idealism and relativism. It is hypothesized that idealism will be negatively correlated with employee deviance while relativism will be positively related. Further, it is predicted that idealism and relativism will interact in such a way that there will only be a relationship between idealism and deviance when relativism is higher. Results supported the hypothesized correlations and idealism and relativism interacted to predict organizational deviance. Idealism was a significant predictor of interpersonal deviance, but no interaction was found.Christine (Chris) A. Henle, Ph.D. is an assistant professor of Management at the University of North Carolina at Charlotte. Her research interests include counterproductive employee behaviors, employment law, and organizational justice. Her current research focuses on cyberloafing at work, religious discrimination in employment, and the role of supervisor and coworker norms in predicting counterproductive work behaviors. She has provided consulting services in the areas of job analysis, recruiting, selection, and performance management.Robert A. Giacalone, Ph.D. (State Univeristy of New York-Albany) is Professor of Human Resource Management at the Fox School of Business and Management, Temple University, in Philadelphia, Pennsylvania. Dr. Giacalone is coeditor of five books, co-author of two books and has authored over 90 articles on ethics, employee sabotage, impression management and exit interviewing, appearing in journals such as Human Relations, Business and Society Review, Journal of Business Ethics, Journal of the Organizational Behavior, and the Journal of Social Psychology. His current research focuses on the impact of materialism/postmaterialism and workplace spirituality on business ethics.Carole L. Jurkiewicz, Ph.D. is the John W. Dupuy Endowed Professor and the Womens Hospital Distinguished Professor of Healthcare Ethics at Louisiana State University. Her publications include a wide array of scholarly articles, books, and the general press. She maintains an active consulting practice in the areas of organizational psychology, ethics, and leadership. 相似文献
17.
This research investigates consumers' perceptions of claims made in Dial-a-Porn commercials. The empirical findings support the view that some of the claims are deceptive. Based on research findings, preliminary public policy guidelines are suggested.Shaheen Borna is an Associate Professor, Department of Marketing, Ball State University. He received his DBA. His articles have appeared in theJournal of Business Ethics, Journal of Health Care Marketing, British Journal of Criminology, Journal of Accountancy, Akron Business and Economic Review, andProceedings of the American Marketing Associations.Joseph Chapman is an Assistant Professor, Department of Marketing, Ball State University. He received his Ph.D. His research interests are in the areas of personal selling, promotion and business ethics. His articles have appeared in theJournal of Personal Selling and Sales Management, Marketing Education Review, andJournal of Marketing Theory and Practice.Dennis Menezes is an Associate Professor, Department of Marketing, University of Louisville, Ky. He received his Ph.D. His articles have appeared in numerous journals includingJournal of Marketing Research. 相似文献
18.
When managers use moral expressions in their communications, they do so for several, sometimes contradictory reasons. Based upon analyses of interviews with managers, this article examines seven distinctive uses of moral talk, sub-divided into three groupings: (1) managers use moral talk functionally to clarify issues, to propose and criticize moral justifications, and to cite relevant norms; (2) managers also use moral talk functionally to praise and to blame as well as to defend and criticize structures of authority; finally (3) managers use moral talk dysfunctionally to rationalize morally ambiguous behavior and to express frustrations. The article concludes with several practical recommendations.Frederick Bird teaches Comparative Ethics at Concordia University, where he is an associate professor. He has recently written a text on the comparative sociological study of moral systems as well as a number of articles on business ethics and contemporary religious movements.Frances Westley is an Assistant Professor of Policy at McGill University in Montreal. She publishes in the area of visionary leadership, organizational culture and change, and strategic communications.
James A. Waters was Dean, Graduate School of Management at Boston College. His research interests concerned the process of strategy formation in complex organizations, organizational change and development, and ethics in organizations. His work has been published in such journals as Organizational Dynamics, Academy of Management Review, Academy of Management Journal, Strategic Management Journal, California Management Review, Business Horizons, Journal of Applied Psychology, Business and Society, Canadian Journal of Administrative Science, Advanced Management Journal, Journal of Business Ethics, Organizational Behavior Teaching Review, and numerous anthologies. He died January 4, 1989. 相似文献
19.
We re-examine the construct of Moral Hypocrisy from the perspective of normative self-interest. Arguing that some degree of
self-interest is culturally acceptable and indeed expected, we postulate that a pattern of behavior is more indicative of
moral hypocrisy than a single action. Contrary to previous findings, our results indicate that a significant majority of subjects
(N = 136) exhibited fair behavior, and that ideals of caring and fairness, when measured in context of the scenario, were predictive
of those behaviors. Moreover, measures of Individualism/Collectivism appear more predictive of self-interested behavior than
out-of-context responses to moral ideals. Implications for research and practice are discussed.
George W. Watson received his Ph.D. from Virginia Tech, his M.B.A. from California State at Fullerton, an M.S. in Systems
Management from the Naval Postgraduate School in Monterey, an a B.A. in Business Administration from the University of Washington,
Seattle. His teaching focus is on corporate social responsibility and ethics. Dr.Watson’s current research interests include
moral psychology,ethical decision making, and ideology. He has published in Business Ethics Quarterly, Business and Society,
and the Journal of Business Ethics.
Farooq Sheikh received his BS in Physics from Indiana University of Pennsylvania, and his Ph.D. from Smeal College of Business,
Penn State University. He is currently Assistant Professor of Operations Management, School of Business at the State University
of New York at Geneseo. Dr. Sheik’s research interests include rational and behavioral models in business operations, bounded-rational
behavioral models in population games, social norms, game theory and cross-disciplinary research involving behavioral models. 相似文献
20.
S. Trevis Certo Catherine M. Dalton Dan R. Dalton Richard H. Lester 《Journal of Business Ethics》2008,77(2):219-230
Director compensation can potentially represent an ethical minefield. When faced with supporting strategic decisions that
can lead to an increase in director pay, directors may consider their own interests and not solely those of the shareholders
to whom they are legally bound to represent. In such cases, directors essentially become agents, rather than those installed
to protect principals (shareholders) from agents. Using acquisitions as a study context, we employ a matched-pair design and
find a statistically significant difference in outside director compensation between acquiring and control firms. Outside
directors of acquiring firms earn more than twice as much as their counterparts in the matched-sample.
S. Trevis Certo is an associate professor and Mays Research Fellow in the Mays Business School at Texas A&M University. He
received his Ph.D. in Strategic Management from the Kelley School of Business at Indiana University. His research focuses
on corporate governance (boards of directors, ownership structure, and CEO compensation), top management teams, initial public
offerings (IPOs), and research methodology.
Richard H. Lester is a clinical associate professor and Director of Academic Entrepreneurship Programs in the Mays Business
School at Texas A&M University. He received his Ph.D. degree in Strategic Management from the Mays Business School at Texas
A&M University. His current research interests focus on corporate governance, upper echelons and entrepreneurship.
Catherine M. Dalton holds the David H. Jacobs Chair of Strategic Management in the Kelley School of Business, Indiana University.
She also serves as Editor of Business Horizons, as Research Director of the Institute for Corporate Governance, and as a Fellow
in the Randall L. Tobias Center for Leadership Excellence. She received her Ph.D. degree in Strategic Management from the
Kelley School of Business, Indiana University. Professor Dalton's research is in corporate governance, with particular expertise
in board composition, board leadership structure, executive and director compensation, and firms' ownership structures. Her
research spans all types of organizations, including entrepreneurial firms, small businesses, large public corporations, and
private organizations.
Dan R. Dalton is the founding Director of the Institute for Corporate Governance, Dean Emeritus, and the Harold A. Poling
Chair of Strategic Management in the Kelley School of Business, Indiana University. He is a Fellow of the Management in the
Kelley School of Business, Indiana University. He is a fellow of the Academy of Management and an inaugural member of its
Journals Hall of Fame. Professor Dalton is widely published, with over 280 articles in corporate governance, business strategy,
law, and ethics. Additionally, his work has been frequently featured in the business and financial press including, Business
Week, Wall Street Journal, Fortune, Economist, Financial Times, Boston Globe, Chicago Tribune, Los Angeles Times, New York
Times, and the Washington Post. Professor Dalton regularly addresses public, corporate, and industry groups on corporate governance
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