Anomie and Ethics at Work

The paper reports on research undertaken in three organisations seeking to explore anomie at work. This research explores whether a distinction in the levels of anomie between people’s perception of the work and non-work contexts exists in three organisations, that is whether people are more likely to feel more hopeless and helpless in their work or non-work life. It also looks at whether people in different organisations have significantly different levels of anomie. A significant difference in the non-work anomie between organisations, but no significant difference in work anomie between organisations, was found. In the three organisations researched, the anomie score in the non-work context is lower than in the work context, indicating that respondents perceive the work context as more anomic. The work anomie for the total sample was found to be significantly higher that the non-work anomie. The implications for ethical behaviour at work and business ethics are discussed.Dr Eva E. Tsahuridu is a Senior Lecturer at the University of Greenwich Business School in London, UK, Her main research interests include moral autonomy, anomie, and ethical leadership.     

The Influence of Business Ethics Education on Moral Efficacy,Moral Meaningfulness,and Moral Courage: A Quasi-experimental Study

The research described here contributes to the extant empirical research on business ethics education by examining outcomes drawn from the literature on positive organizational scholarship (POS). The general research question explored is whether a course on ethical decision-making in business could positively influence students’ confidence in their abilities to handle ethical problems at work (i.e., moral efficacy), boost the relative importance of ethics in their work lives (i.e., moral meaningfulness), and encourage them to be more courageous in raising ethical problems at work even if it is unpopular (i.e., moral courage). Specifically, the study used a rigorous quasi-experimental pretest–posttest research design with a treatment (N = 30) and control group (N = 30) to investigate whether a graduate-level course in business ethics could influence students’ levels of moral efficacy, meaningfulness, and courage. Findings revealed that participants in the business ethics treatment course experienced significant positive increases in each of the three outcome variables as compared to the control group. The largest increase was in moral efficacy, followed by moral courage, and finally, moral meaningfulness. These findings are discussed in the context of the current research on business ethics education and POS. Implications for future research are discussed.     

Bags for Life: The Embedding of Ethical Consumerism

The aim of this paper is to understand why some ethical behaviours fail to embed, and importantly what can be done about it. We address this by looking at an example where ethical behaviour has not become the norm, i.e. the widespread, habitual, use of ‘bags for life’. This is an interesting case because whilst a consistent message of ‘saving the environment’ has been the basis of the promotion of ‘bags for life’ in the United Kingdom for many years, their uptake has only recently become more widespread and still remains at low levels. Through an exploratory study, we unpack some of the contextual barriers which may influence ethical consumerism. We do this by examining the attitudes which influenced people to start using ‘bags for life’, and how people persuade others to use ‘bags for life’. We use a case study analysis to try and understand why ethical behaviour change has stalled and not become sustained. We find that both individuals and institutions play a significant interaction role in encouraging a sustained behavioural change towards ethical consumerism.     

Creating an Ethical Work Context: A Pathway to Generate Social Capital in the Firm

There is a need for further research to understand how social capital in the workplace can be promoted. This article studies the generation of social capital from a comprehensive perspective that integrates ethics and general management. We propose the concept of “ethical work context” as an influential antecedent of the social capital in the firm. The ethical work context, which is aligned with the “humanizing culture” approach proposed by Melé (Journal of Business Ethics 45(1), 3–14, 2003a), allows a broader comprehension of the concrete management practices and organizational dynamics that generate organizational social capital. It is argued that social capital, understood as a by-product of the ethical work context, results both from organizational design and ongoing managerial activity. Creating an ethical work context brings ethics and social capital into the realm of the general manager; a figure that has remained absent from the social capital literature.     

Ethical decision–making in business: focus on Mauritius

This paper explores management attitudes towards ethical issues in an attempt to shed some light on the determinants of ethical issue intensity in the context of business. A sample of business executives in Mauritius was surveyed in order to establish their ethical perceptions when exposed to potentially questionable business practices. The findings demonstrated the significant influence of factors associated with moral deliberations on strategies for ethical decision–making as compared with the impact of company policy and legal requirements. Participants revealed that, irrespective of codes of conduct, personal ethics predominate when it comes to making ethical choices. Some view the behaviour of management as a key determinant of ethical conduct. This trend differs from predictions in the literature. To date, research conducted in the developed world shows that employee perception of ethics of their superiors is a stronger predictor of behaviour than employees' personal ethical beliefs. This article focuses on Mauritius as an emerging economy, and looks at potential strategies for ethical decision–making, where business people do not necessarily operate under a specific code of conduct.     

Ethnic Marketing Ethics

Culture plays an important role in defining ethics standards because dissimilar cultures socialize their people differently, according to what is acceptable behaviour. The potential significance of ethnic groups for marketing justifies inquiry into the moral judgments, standards, and rules of conduct exercised in marketing decisions and situations arising from decisions whether or not to focus on individual ethnic groups within an economy. Identifying and targeting ethnic groups for marketing purposes are tasks fraught with many ethical difficulties. In a multicultural society consisting of a dominant group and many diverse, minority groups defined by ethnicity, these problems can be expected to increase substantially. Consequently, marketers may include minority ethnic consumers in their mainstream marketing programs. In itself, this has ethical consequences. Alternatively, if marketers seek to target individual minority ethnic groups within the same economy a further set of ethical consequences needs to be considered. This paper reviews the concepts of ethnicity and ethnic groups and their relevance for marketing strategy within an economy where there is a dominant group and also significant minority ethnic groups. The ethical consequences for minority communities arising from the use of non-ethnic, mainstream marketing programs are examined. An alternative approach, ethnic marketing, is also examined and its ethical consequences in terms of other groups within the one country appraised. The ethical dilemma and tradeoffs facing marketers within advanced, culturally diverse countries are then considered.     

Core Values,Culture and Ethical Climate as Constitutional Elements of Ethical Behaviour: Exploring Differences Between Family and Non-Family Enterprises

The research presented in this article aims to contribute both quantitatively and qualitatively to the discussion on family versus non-family businesses’ differences in ethical core values, culture and ethical climate. The purpose of our article is to better understand the association between the degree of involvement of a family in an enterprise and its influence on the enterprise’s core values, culture and ethical climate as the constitutional elements of enterprise ethical behaviour. The research indicates that family as well as non-family enterprises maintain positive attitudes towards the core values with ethical content. Regarding the type and strength of culture as well as the type of ethical climate, our research results indicate significant differences between family and non-family enterprises.     

Odd Jobs,Bad Habits,and Ethical Implications: Smoking-Related Outcomes of Children’s Early Employment Intensity

Considerable interest has long existed in two separate phenomena of considerable social interest, namely children’s early exposure to employment outside of any organizational, legislative, or collective bargaining protection, and teenage smoking. We used data from a large national survey to address possible direct and indirect links between children’s early employment intensity and smoking (both intent and history) because of significant long-term implications of the link between work and well-being in a vulnerable population. Fifth to ninth grade children’s (N = 19,018) informal employment intensity (number of odd jobs) was related to both smoking history and smoking intent, and these effects were partially mediated by the amount of weekly spending money and self-esteem. The number of one’s parents and friends who smoke separately moderated the relationships between self-esteem and weekly spending money, and smoking behavior. These findings illustrate the complex consequences of young children’s exposure to early employment, and emphasize the need for research on the ethical implications of pre- and early teenagers who are employed outside of the formal employment context.     

A Study of Why Anomic Employees Harm Co-workers: Do Uncompassionate Feelings Matter?

Although anomic feelings have been found to lead employees to unethical performance, little is known about why this relationship is possible. The aim of this study is to test a compassion-based explanation of why anomic employees harm co-workers by displaying interpersonal deviance. The prediction is made that once sociological anomie (from the Greek, an-: absence, and -nomos: law) enters organizations in the form of employees’ private feelings of anomie—i.e., “anomia”—, this anomia will individually move staff to be uncompassionate in the workplace. Three uncompassionate feelings toward co-workers are then hypothesized to mediate the relationship between anomia and interpersonal deviance: (i) negative judgments about others, (ii) over-identification, and (iii) isolation. Data were collected from 280 employees at ten hotels in the Canary Islands (Spain). The results indicated that (a) anomia was significantly and positively linked to uncompassionate feelings and interpersonal deviance, (b) but only negative judgments about others mediated the anomia effects on interpersonal deviance. Findings suggest to managers that by spreading ethical standards that discourage negative judgments about others in the workplace, they can neutralize the mechanisms leading anomia to interpersonal deviance.     

Business Ethics in Brazil and the U.S.: A Comparative Investigation

In this comparative survey of 126 Brazilian and U.S. business professionals, we explore the effect of national culture on ethical decision-making within the context of business. Using Reidenbach and Robin's (1988) multi-criteria ethics instrument, we examined how these two countries' differences on Hofstede's individualism/collectivism dimension are related to the manner in which business practitioners make ethical decisions. Our results indicate that Brazilians and Americans evaluate the ethical content of actions or decisions differently when applying utilitarian criteria. By contrast, business people from both countries do not differ significantly when they use egoistic criteria in evaluating the ethical nature of business decisions.     

Ethical and Unethical Leadership: A Cross-Cultural and Cross-Sectoral Analysis

Current literature on ethical leadership and unethical leadership reflects a Western-based private sector perspective, pointing toward a compliance-oriented understanding of ethical and unethical leadership. As today’s executives increasingly have to ethically lead across different cultures and sectors, it becomes vitally important to develop a more holistic picture how ethical and unethical leadership is perceived in the Western and Eastern cultural cluster and the private and the public/social sector. Addressing this issue, the present study aims to identify cross-cultural and cross-sectoral commonalities and differences in international executives’ perceptions of ethical and unethical leadership. Findings from in-depth interviews (N = 36) with executives from Western and Eastern cultures working in the private or the public/social sector reveal collectively held perceptions of ethical leadership (including leader honesty, integrity, concern for responsibility/sustainability, and people orientation) and of unethical leadership (referring to leader dishonesty, corruption, egocentrism, and manipulation). Results indicate limited support for a compliance-oriented perspective on ethical and unethical leadership but yield a much greater trend toward a value-oriented perspective. Concrete practice examples illustrate these different perspectives. Cultural and sectoral particularities of executive perceptions of ethical and unethical leadership are discussed.     

The impact of the work environment on ethical decision making: Some Australian evidence

Business ethics has emerged in recent years as a field of significant scholarly endeavour. Particularly well documented is the existence of ethical conflict at work and the reported inseparability of business decisions and moral consequences. However, to date, the majority of studies have been conducted in the American business context.This paper examines the concept of ethical conflict as experienced by employees in the Australian context. According to a sample of Western Australian managers, ethical conflicts at work do occur — with relative frequency. Of considerable concern is the high incidence of cases where the demands of superiors are deemed to be the cause of this conflict. This finding is particularly disturbing as superiors are also the primary influence on employee ethical decision making. It would see that the ethics role models are also the instigators of unethical behaviour.This research has confirmed in the Western Australian context that the values of top management do have significant impact on the ethical choices made by employees. The management of organisational culture, therefore, is a key to raising ethical standards in business. The institutionalisation of ethics by such formal means as codes of ethics is a necessary, but insufficient, condition of ensuring ethical behaviour in organisations. Management of the informal climate is pivotal to the achievement of ethical organisational behaviour.Geoffrey Soutar is Professor of Management at Curtin University of Technology. He has particular interests in marketing and, in recent times, in the marketing of services. He has published widely across a number of management areas and has acted as consultant for both private and public sector organisations as well as for a number of unions.Margaret McNeil is a Lecturer in the School of Management at Curtin University of Technology. Her research interests include corporate innovation and financial services marketing. Consultancy has been in the areas of financial services, professional services and non-profit organisations.Caron Molster is a Research Assistant in the School of Management at Curtin University of Technology. She has a research interest in the area of ethics, having completed her thesis on this topic.     

The Relationship Among Knowledge,Opportunity, and Ethical Perceptions: A Cross-National Investigation

The focus of this paper was to study the effectof prior knowledge and situationalopportunities on ethically questionablebehaviors among students of differentnationalities. A study was conducted toinvestigate the role and impact of thepredictor variables (knowledge and opportunity)on ethical perceptions toward copyrightviolations. The study also examined thedirect and the moderating effects of age,nationality, ethnic identity, gender, andeducation major. The research was conducted ona sample of 160 students of an Americanuniversity located on the U.S.–Mexican border. The results indicate that the predictorvariables, knowledge and opportunity,significantly affect ethical perceptions. Demographic variables like age, nationality,gender, and education major had no directeffects ethical perceptions. Different ethnicidentities, however, exhibited significantdifferences in their ethical perceptions. Onexamining moderating effects of the demographicvariables, younger respondents weresignificantly different from older respondents. Differences between the ethnic identityconstruct and nationality are highlighted. Implications of prior student knowledge aboutethical standards and expectations arediscussed.     

Human resource management, ethical context, and personnel consequences: A commentary essay

In the Journal of Business Research, Koonmee, Singhapakdi, Virakul, and Lee (2010) empirically explore the notion that institutionalized ethics and quality of work life can be utilized in companies to prompt different positive work outcomes. This commentary essay considers the theoretical and practical contributions of this research, as well as the study's virtues and limitations, and offers several suggestions for future inquiry based on the findings. As a whole, the HR field should more fully consider how a variety of positive personnel consequences might be prompted from an ethical context developed through beneficial human resource management practices.     

Enterprise Web Accessibility Levels Amongst the Forbes 250: Where Art Thou O Virtuous Leader?

The research team measured the enterprise web accessibility levels of the Forbes 250 largest enterprises using the fully automatic accessibility evaluation tool Sortsite, and presented the compliance of the evaluated websites to WCAG 1.0, WCAG 2.0 and Section 508 accessibility levels. Given the recent attention to organizational leaders having ethical duties towards their dedicated employees, we propose that ‘societal citizenship behaviour’ concerns ethical duties of organizational leaders towards society in general and in particular to those who have less means to assert their needs. In effect, we found enterprise website accessibility levels to be in need of significant improvement. An interpretation of a positive path forward to better enterprise website accessibility levels is put forth based on a focus-group interaction and using BNML—a novel Business Narrative Modelling Language.     

Ethical Organisational Culture as a Context for Managers’ Personal Work Goals

The aims of this study were to investigate what kinds of personal work goals managers have and whether ethical organisational culture is related to these goals. The sample consisted of 811 Finnish managers from different organisations, in middle and upper management levels, aged 25–68 years. Eight work-related goal content categories were found based on the managers self-reported goals: (1) organisational goals (35.4 %), (2) competence goals (26.1 %), (3) well-being goals (12.1 %), (4) career-ending goals (7.3 %), (5) progression goals (6.8 %), (6) prestige/influence goals (4.2 %), (7) job change goals (4.2 %) and (8) employment contract goals (3.9 %). Ethical organisational culture operated as a context for personal goal setting: Those managers who evaluated their organisational culture as more ethical were more likely to report organisational goals (e.g. goals toward the success or performance of the organisation). However, if managers gave lower ratings regarding ethical culture, then they named job change and career-ending goals in more cases. Therefore, investing into ethical virtues of the organisational culture can promote managers’ personal work goals, which also benefit the organisation.     

The Effect of Groupwork on Ethical Decision-Making of Accountancy Students

Recent accounting scandals involving the collapse of large corporate firms have brought into question the adequacy of ethics education within accounting programs. This paper investigates the ethical decisions of accountancy students and in particular analyses the effect of group (as opposed to individual) decision-making on ethical decisions. Final year accountancy students (sample size of 165) were randomly allocated into two experimental conditions. The participants were then presented with five (5) ethical vignettes. One experimental condition involved completing the ethical decisions as individuals (60). The other involved completing the ethical decision-making as a group of 3–4 participants (34). A consistent pattern of behaviour was observed in the analysis of individual versus group responses. Individuals displayed stronger tendencies than groups to take the extreme actions of acting either unethically or ethically (whistleblowing), whereas groups displayed stronger tendencies to take the safer (neutral) options. It was concluded that groups reached consensus decisions, in an ethical context, probably as a result of peer pressure. The significant implication of this finding is in relation to the emphasis accounting programs place on group work. Group work may enhance students’ abilities to work as a team. However, as revealed in this study’s results, group work may not be an effective means of producing the optimal decision in all subject matter areas, especially complex areas such as ethical decision-making.     

Do Cultural and Generational Cohorts Matter to Ideologies and Consumer Ethics? A Comparative Study of Australians,Indonesians, and Indonesian Migrants in Australia

We explore the notion that culture influences people’s values, and their subsequent ideologies and ethical behaviors. We present the idea that culture itself changes with time, and explore the influence of culture and generational markers on consumer ethics by examining differences in these ethical dimensions between Australians, Indonesians, and Indonesian Migrants in Australia, as well as differences between Generation X versus Generations Y and Z. The present study addresses the need to investigate the role that culture plays in consumer ethics, and the interaction between culture and generational attitudes in determining consumer ethics. Results established a distinct multiculturality in our three cultural samples, including a generational cohort differences. This suggests that culture and generational markers influence ethical beliefs, ideologies, and consumer ethics. It further indicates that Indonesian Migrants have acculturated to Australian society both in terms of their values and consumer behaviors, illustrating a crossvergence effect; scores indicate that these Migrants have the highest cultural intelligence among our samples. Implications of the findings for consumer ethics theory and practice are considered and future directions identified.     

Ethical Judgments Across Cultures: A Comparison between Business Students from Malaysia and New Zealand

This study compares the attitudes to ethical dilemmas of first year business students in Malaysia and New Zealand by using a series of scenarios or vignettes. Between subject manipulations were made to the scenarios given, based on expected cultural differences suggested in the literature. In particular, Hofstede's (1980, 1983 and 1991) work was used as a framework to identify dimensions based on differences in national culture. The results indicated some differences in responses based on both nationality and ethnic origin. Differences were also found as a result of the manipulations within the scenarios. However, a lack of any interaction effects between the manipulations and both nationality and ethnic origin indicated that cultural differences did not lead to different responses to the manipulations.