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1.
Adam Barsky 《Journal of Business Ethics》2011,104(1):59-75
With massive corruption uncovered in numerous recent corporate scandals, investigating psychological processes underlying
unethical behavior among employees has become a critical area of research for organizational scientists. This article seeks
to explain why people engage in deceptive and fraudulent activities by focusing on the use of moral-disengagement tactics
or rationalizations to justify egregious actions at work. In addition, participation in goal-setting is argued to attenuate
the relationship between moral disengagement and unethical behavior. Across two studies, a lab simulation and field survey,
a measure of moral disengagement was developed for use with working adults. The hypothesized main and interactive effects
of moral disengagement, participation, and unethical behavior were tested and largely confirmed. 相似文献
2.
Technology and Business: Rethinking the Moral Dilemma 总被引:1,自引:0,他引:1
In a market economy, the corporation is the primary institution through which new technologies are introduced. And the corporation, being primarily interested in economic goals, may ask very limited questions about the safety and workability of a particular technology. This viewpoint causes problems which manifest themselves in many cases where the concerns of engineers and technicians in corporations about decisions relating to a particular technology clash with managers prone to overlooking these concerns in favor of organizational interests. The problem can be seen as a structural one that is inherent in the capitalistic system. It can also be seen as an organizational or policy problem that requires changes in the organization to give engineers more authority in decision-making or to facilitate whistle-blowing on the part of engineers or technicians. In this paper, we take the view that problems surrounding the misuse of technology lie in a lack of understanding of technology's inherently social and moral dimensions. Technology creates a moral situation, and this situation should provide the context for decision-making. Technology is also experimental, and everyone involved with introducing a particular technology needs to ask the question as to whether a real life experiment is warranted. Finally, technology demands a moral sensibility which recognizes that business interests and technological interests alike need to be understood in the network of concrete relational contexts in which they are embedded. 相似文献
3.
Julena M. Bonner Rebecca L. Greenbaum David M. Mayer 《Journal of Business Ethics》2016,137(4):731-742
The popular press is often fraught with high-profile illustrations of leader unethical conduct within corporations. Leader unethical conduct is undesirable for many reasons, but in terms of managing subordinates, it is particularly problematic because leaders directly influence the ethics of their followers. Yet, we know relatively little about why leaders fail to apply ethical leadership practices. We argue that some leaders cognitively remove the personal sanctions associated with misconduct, which provides them with the “freedom” to ignore ethical shortcomings. Drawing on moral disengagement theory (Bandura 1986, 1999), we examine the relationship between supervisor moral disengagement and employee perceptions of ethical leadership. We then examine the moderating role of employee moral disengagement, such that the negative relationship between supervisor moral disengagement and employee perceptions of ethical leadership is stronger when employee moral disengagement is low versus high. Finally, we examine ethical leadership as a conditional mediator (based on employee moral disengagement) that explains that relationship between supervisor moral disengagement and employee job performance and organizational citizenship behavior (OCB). Results from a multi-source field survey provide general support for our theoretical model. 相似文献
4.
This study investigated the attitudinal responses of 403 undergraduate students with respect to nine hypothetical marketing moral dilemmas. Participants varied by gender, major, and age.It was found that undergraduate women responded more ethically on the hypothetical marketing moral dilemmas, as hypothesized. Secondly, chosen major did not make a difference on cognitive, affective, or behavioral responses. Further, the overall means for each scenario were in the morally correct direction in every case. Also, all intercorrelations for each story were significant. Finally, whenever there was a nonchance finding for age, the oldest participants answered more morally than the youngest subjects.Implications of these findings for the undergraduate curriculum and for organizational management were discussed.
Carl Malinowski is an Associate Professor of Marketing at Pace University in Westchester, New York. He received his Ph.D. in social/personality psychology. His publications have appeared in the Journal of Personality and Social Psychology and in Marketing News. His primary research interests are in the are of marketing ethics.
Karen A. Berger is an Associate Professor of Marketing at Pace University. She received her Ph.D. in marketing. Her publications have appeared in the Journal of Marketing of Higher Education, Advances in Consumer Research, and the Proceedings of the Southern Marketing Association. Her primary research interests are in marketing education and consumer behavior. 相似文献
5.
The Aftermath of Organizational Corruption: Employee Attributions
and Emotional Reactions 总被引:2,自引:1,他引:1
Employee attributions and emotional reactions to unethical behavior of top leaders in an organization recently involved in
a highly publicized ethics scandal were examined. Participants (n = 76) from a large southern California government agency completed an ethical climate assessment. Secondary data analysis
was performed on the written commentary to an open-ended question seeking employees’ perceptions of the ethical climate. Employees
attributed the organization’s poor ethical leadership to a number of causes, including: lack of moral reasoning, breaches
of trust, hypocrisy, and poor ethical behavior role modeling. Emotional reactions to corruption included cynicism, optimism,
pessimism, paranoia and fear, and were targeted at top leaders, organizational practices (i.e., the old boy network, nepotism,
and cronyism) and ethics interventions. Implications for leadership training and other organizational ethics interventions
are discussed.
Kathie L. Pelletier is a doctoral student in the School of Behavioral and Organizational Sciences at Claremont Graduate University,
123 East Eighth Street, Claremont, CA 91711; e-mail: kathie.pelletier@cgu.edu. Her research interests include organizational
ethics, ethical leadership, and toxic leadership.
Michelle C. Bligh is an assistant professor of Organizational Behavior in the School of Behavioral and Organizational Sciences
at Claremont Graduate University, 123 East Eighth Street, Claremont, CA 91711; e-mail: michelle.bligh@cgu.edu. Her research
interests include charismatic leadership, political and executive leadership, and organizational culture. 相似文献
6.
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
7.
The study extends and tests the issue contingent four-component model of ethical decision-making to include moral obligation.
A web-based questionnaire was used to gauge the influence of perceived importance of an ethical issue on moral judgment and
moral intent. Perceived importance of an ethical issue was found to be a predictor of moral judgment but not of moral intent
as predicted. Moral obligation is suggested to be a process that occurs after a moral judgment is made and explained a significant
portion of the variance in moral intent.
Electronic supplementary material The online version of this article (doi: ) contains supplementary material, which is available to authorized users.
Russell
Haines is an Assistant Professor of Information Technology at Old Dominion University. He received his B.S. and Master of
Accountancy from Brigham Young University and his Ph.D. from The University of Houston. His research interests are in laboratory
experiments, ethical decision- making, supply chain decision-making, and computer- mediated communication.
Marc D. Street is an Assistant Professor of Management at Salisbury University in Salisbury, Maryland. He received his B.A.
from the University of Maryland, College Park (1983); his MBA from the University of Baltimore (1993); and his Ph.D. from
the Florida State University (1998). His primary research interests are in the areas of decision-making and business ethics.
Dr. Street’s research has been published in journals such as Organizational Behavior and Human Decision Processes, Journal
of Business Ethics, and the Journal of World Business, among others.
Douglas Haines is Associate Professor of Marketing and Department Chair of the Department of Business in the College of Business
and Economics at the University of Idaho. Before acquiring his Ph.D. at the University of Oregon, he worked for 15 years in
various positions at the H.J. Heinz company including
Vice President of the Weight Watchers Foods Division of Heinz USA. His research interests include decision making, particularly
in the marketing channel context, inter firm relationships, and the development of the market for biodiesel and other alternative
energy sources. 相似文献
8.
9.
The paper takes a look at insurance customer dishonesty as a special case of consumer ethics, understood as a way of situation
handling, as a moral choice between right and wrong, such as between self-interest vs. common-interest, in other words, a “moral temptation”. After briefly raising the question if different schools, of moral philosophy
would conceptualize such moral temptations differently, the paper presents ‘moral psychology’ as a frame of reference, with
a focus on cognitive moral development, moral attitude and moral neutralization. Conceptualization questions can’t be answered
finally without thinking at the same time of empirical research design and instrument design decisions, e.g. choosing between
experiment vs. questionnaire studies, designing suitable moral temptation situations as an experiment vs. questionnaires with
scenario vignettes. The paper discusses then experiences from a 2004 pilot survey, with a main focus on a few insurance dishonesty
scenarios with follow-up questions. The paper has an open end, i.e. outlines desirable future theoretical, empirical and practical
work with insurance customer dishonesty. 相似文献
10.
11.
Steven P. Feldman 《Journal of Business Ethics》2007,72(4):395-409
Recent research on the role of ethics in the organizational culture literature found practically the whole literature reduced
to a debate between ethical rationalism and ethical relativism. The role of the past in the form of tradition to maintain
and improve moral reflection is completely missing. To address this gap in the literature on the level of practice, the concepts
of moral memory and moral tradition are applied to data on 22 companies that have long-standing moral practices. In this way,
the practice of moral traditions can be explored with recent conceptual advances and a list of best practices delineated.
Moral memory is the recollection of and attachment to the succession of past events and experiences that maintains moral tradition.
Moral tradition is the continuing transmission and reception of related moral themes through multiple generations of employees.
It is found that companies that maintain moral traditions tend to develop “family” cultures with considerable compassion for
workers as persons who have non-economic needs and rights. These companies also temper the role of leadership, insisting that
leaders are responsible for and are evaluated by the company’s moral traditions. Finally, moral traditions are essential mechanisms
through which companies paradoxically both stimulate and limit competitive behavior.
Steven P. Feldman is Associate Professor of Management Policy, Weatherhead School of Management, Case Western Reserve University.
Over the last decade, Dr. Feldman’s research has explored the role of moral memory and moral tradition in the ethical aspects
of organizations. His book, Memory as a Moral Decision: The Role of Ethics in Organizational Culture (2002), found that the
emotional and cognitive aspects of memory to be key in establishing moral organizational cultures. The moral importance of
the past in the present has received little attention in the literature on organizational culture. Winner of the Distinguished
Lectureship in Business Ethics from the American Fulbright Program, Dr.␣Feldman will be carrying out research on ethical issues
in American-Chinese business relations in Shanghai in 2007. 相似文献
12.
Actions within organizational contexts should be understood differently as compared with actions performed outside of such
contexts. This is the case due to the agentic shift, as discussed by social psychologist Stanley Milgram, and the role that
systemic factors play in shaping the available alternatives from which individuals acting within institutions choose. The
analysis stemming from Milgram’s experiments suggests not simply that individuals temporarily abdicate their moral agency on occasion, but that there is an erosion of agency within organizations. The point about the erosion of agency is deepened in the discussion of a case study which
illustrates the difficulty of identifying even the bare “ownership” of actions within organizations. While this is the case,
explicating these reasons suggests that both individual actors and firms can bear ethical responsibility within organizational
contexts. As part of the effort to present the whole picture, business ethics courses should introduce students to the relevant
insights from social psychology and human factors research. 相似文献
13.
There have been many attempts during the history of applied ethics that have tried to develop a theory of moral reasoning.
The goal of this paper is to explicate one aspect of the debate between various attempts of offering a specific method for
resolving moral dilemmas. We contrast two kinds of deliberative methods: deliberative methods whose goal is decision-making and deliberative methods that are aimed at gaining edifying perspectives. The decision-making methods assessed include the traditional moral theories like utilitarianism and Kantianism, as well
as second order principles, such as principlism and specified principlism. In light of this assessment, we suggest taking
a closer look at two perceptive models, casuistry and particularism. These models are used for dealing with moral dilemmas
that provide for edifying perspectives rather than decision-making. These perceptive models, though less scientific and not
as good at prescribing an action, are more human in the sense that they enrich our moral sensibilities and enhance our understanding
of the meaning of the situation.
Yotam Lurie is a Senior Lecturer in Philosophy and Ethics at the Department of Management at Ben-Gurion University of the
Negev, Beer-Sheva, Israel. Lurie holds a Ph.D. in Philosophy from the University of Illinois at Urbana-Champaign. His research
focuses on a variety of issues in applied ethics, particularly within the context of business and professional ethics.
Robert Albin is a Lecturer in Philosophy and Ethics and the Chair of the Department of Liberal Arts and Sciences at Sapir
College, which is located in the Negev Region, Israel. He holds a Ph.D. in Philosophy from Ben-Gurion University of the Negev.
Research interests are in the fields of Philosophy of Culture and applied ethics with a special interest in journalistic ethics.
He published a book on the topic: A Chronicle of the Decline of Rationality: Ethics in the Practice of Journalism, 2004. (in Hebrew). 相似文献
14.
The importance of personal connections and relationships, or guanxi when doing business with the Chinese is widely acknowledged amongst Western academics and business managers alike. However,
aspects of guanxi-related behaviours in the workplace are often misunderstood by Westerners with some going so far as to equate guanxi with forms of corruption. This study extends earlier study of Tan and Snell: 2002, Journal of Business Ethics
41(December), 361–384) in its investigation of the underlying modes of moral reasoning in ethical decisions relating to aspects
of guanxi, amongst Hong Kong managers. Managers’ ethical judgements and underlying moral reasoning relating to a series of guanxi-related behaviours were recorded. Content analysis yielded categories that correspond with categories of moral reasoning
described in Kohlberg’s (1969, Handbook of Socialization Theory and Research, Rand McNally, Chicago, pp. 347–480) model. As hypothesised, it was found that harsher ethical evaluations of guanxi-related behaviours were positively correlated with the stage of moral reasoning. The most common types of reasoning were
those corresponding to Kohlberg’s stages four and five which relate to moral reasoning based on law and order, and on reason
rather than emotion. Stage 6, concerned with more universalistic approaches to moral reasoning, was utilised considerably
less, consistent with popularly held beliefs of the relativistic nature of Chinese ethics. 相似文献
15.
The purpose of this paper is to highlightthe complexities in making decisions in an ethical wayevidenced by the current dispute over native landrights in contemporary Australia. The caseillustrates an example of a moral issue that involvesmaking a management choice. One approach which givespractice in four questions that the managementpractitioner can ask when faced with a moral dilemmais described. The case involves an on-going situationin which the Australian Government was faced withsupporting the land claims of either indigenousgroups or land holding pastoralists. TheGovernment, therefore, was on the horns of a classicdilemma, having to decide between two groups eachseeking `justice' and `fairness'.The paper refers to contemporary authorities such asRawls, De George, Paine and Badaracco (Jnr). In thecontext of ethical decision making, the main eventsleading to the present dilemma are presented. Thecase study includes a summary outlining the AustralianGovernment's Ten Point Plan response to thedilemma and a summary of the perceived problems forbusiness development where native title is recognised. These can be used to provide students in businessethics classes with an opportunity to recognise anddebate the rights, wrongs and complexities of moralissues as well as appropriate managerial decisionmaking. 相似文献
16.
Part of the value of stories is moral, in that understanding them, and the characters within them, is one way in which we seek to make moral sense of life. Arguably, it has become quite common to use stories in order to make moral sense of business life. Case method is the standard teaching method in top business schools, and so-called “war stories” are customary for on-the-job training. Shakespeare is a trendy purveyor of leadership education. Several books and articles have been written on the intersection between literature and business and/or business ethics. Still, it is one thing to claim that literature can contribute to our understanding of business conduct, but yet another to claim that literature can contribute to␣the related goal of improving moral conduct in business. Supporters of the claims tend to presume they go together, while skeptics and detractors often discard them as a package. These claims warrant further investigation if they are to be perceived by business scholarship and practice as worthy of serious attention, not just a quaint search for lowbrow moral fables or a vain pursuit of highbrow poetry. One instrumental function of literature is to imitate life, thereby expanding our vision beyond our parochial interests; to see literature merely as a didactic instrument to serve business interests misses the point that literature should expand understanding, our sense of what in addition to business is interesting and valuable. 相似文献
17.
Nhung T. Nguyen M. Tom Basuray William P. Smith Donald Kopka Donald McCulloh 《Journal of Business Ethics》2008,77(4):417-430
In this study, we examined moral issues and gender differences in ethical judgment using Reidenbach and Robin’s [Journal of Business Ethics
9 (1990) 639) multidimensional ethics scale (MES). A total of 340 undergraduate students were asked to provide ethical judgment
by rating three moral issues in the MES labeled: ‚sales’, ‚auto’, and ‚retail’ using three ethics theories: moral equity,
relativism, and contractualism. We found that female students’ ratings of ethical judgment were consistently higher than that
of male students across two out of three moral issues examined (i.e., sales and retails) and ethics theories; providing support
for Eagly’s [1987, Sex Differences in Social Behavior: A Social-role Interpretation. (Lawrence Erlbaum Associates, Inc, Hillsdale, NJ, England)] social role theory. After controlling for moral issues, women’s
higher ratings of ethical judgment over men’s became statistically non-significant. Theoretical and practical implications
based on the study’s findings are provided.
Nhung T. Nguyen, assistant professor of human resource management at Towson University, received her Ph.D. in management from
Virginia Commonwealth University in 2001. Her research focuses on the use of situational judgement and personality tests in
personnel selection, ethics in management education, and the application of meta-analysis and structural equations modeling
in organizational research. Her research has appeared in the Journal of Applied Psychology, the International Journal of Selection and Assessment, Applied H.R.M. Research, and Journal of Applied Social Psychology among others.
M. Tom Basuray, Professor of Management at Towson University, received his Ph.D. in Business Administration in 1974 from University
of Oklahoma. His research interests are in areas of organizational effectiveness, leadership and development. His articles
have appeared in Journal of Organizational Change Management, Education & Psychological Measurement, International Journal of Management, Leadership
and Organizational Development Journal, and Journal of Experiential Learning and Simulation. He has consulted with U.S. Environmental Protection Agency, Public Broadcasting Corporation, and various state and municipal
government agencies both in Maryland and North Dakota.
William P.Smith, Associate Professor of Management in the College of Business and Economics at Towson University, received
his Ph.D. in Business Administration from Arizona State University in 1982. His research interests include business ethics,
privacy in the workplace and the role of social activism in corporate governance.
Donald Kopka, an Assistant Professor at Towson University, received his Ph.D., in International Business from George Washington
University in 1995. He teaches Business Strategy, Management Principles, and Entrepreneurship and Small Business, and was
Director of the Cornerstone-Professional Experience Program in the College of Business and Economics from 1999–2003. In 2004
he was a Fulbright Scholar in Vietnam where he taught entrepreneurship and business strategy, worked on curriculum development,
and conducted ongoing research on supporting industries. Information on his Fulbright experience can be found at his website
. His research interests include entrepreneurship, business development, and teaching pedagogy. He formerly ran a property
management business, was a program manager at the U.S. Small Business Administration, and served as a Peace Corps Volunteer
in the Philippines.
Donald N. McCulloh, Lecturer in Management at Towson University, received his M.S. degree in Financial Management from The
George Washington Unversity in 1968. He teaches Management Principles and has also taught Leadership. He served as Vice President
for Administration and Finance at Towson University until his retirement in 1997, since then he has been a full-time member
of the Management faculty. He has also served in the United States Air Force, and worked in several manufacturing industries
and the automotive industry. He was Executive Director of a non-profit community development corporation. 相似文献
18.
Deceitful when insecure: The effect of self-efficacy beliefs on the use of deception in negotiations
Filipe Sobral Gustavo Moreira Tavares Liliane Furtado Urszula Lagowska José Andrade Moura Neto 《Business ethics (Oxford, England)》2023,32(1):179-190
This article investigates if and how negotiators' self-efficacy beliefs affect their use of deception in negotiation. Specifically, we propose that self-efficacy can be interpreted as a threat to self-concept, which encourages individuals to temporarily bypass self-regulatory obstacles by morally disengaging their cognitive moral filters, thereby enabling them to use deception in negotiation. We test our hypotheses in three independent experimental studies involving an interactive negotiation simulation, totalizing 460 participants. We find that negotiators with low self-efficacy regarding their negotiation abilities are more likely to use deception than those with high self-efficacy beliefs. Furthermore, we find that moral disengagement mediates the effects of self-efficacy on deception. Our findings suggest that self-efficacy plays a key role in shaping negotiators' ethical behaviors and we identify the psychological mechanism underlying this relationship. 相似文献
19.
Luis Arango Stephen Pragasam Singaraju Outi Niininen Clare D'Souza 《International Journal of Consumer Studies》2023,47(2):767-783
This article extends current models of how consumers judge or perceive organizations as greedy using the theoretical framework of motivated moral reasoning. We show that inherent features of an organization (size and ‘black sheep’ status) and its behaviour (relative frequency) bias consumer perceptions of organizational greed. We use an experimental methodology, present subjects with vignettes describing different scenarios, validate our questionnaire using confirmatory factor analysis, and test our hypotheses using a general linear model with covariates. Our findings suggest that consumer perceptions of organizational greed are subject to three effects: the underdog effect (Study 1, n = 496), the black sheep effect (Study 2, n = 229) and the ‘common is moral’ heuristic (Study 3, n = 249). This is the first study to investigate greed under a motivated reasoning paradigm and to show that perceptions of organizational greed are subject to socio-psychological biases. This study also provides advice on branding and positioning strategies that appeal to the underdog status of an organization or its local origins. 相似文献
20.
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