“Integrity testing” for personnel selection: An unsparing perspective

Federal legislation (the Employee Polygraph Protection Act) adopted in 1988 prohibits virtually all private sector employers from requiring or requesting preemployment polygraph examinations for prospective employees. Since then, written integrity testing designed to reliably distinguish those prospective employees who may steal from the company from those who are far less likely to do so has been something of a growth industry. Indeed, the American Psychological Association has recently noted that honesty tests have demonstrated useful levels of validity as an employee selection measure. We provide an alternative perspective. We argue that, even under the most charitable of assumptions, the propensity of integrity tests to generate false positives (i.e., to identify prospective employees as potential thieves when, in fact, they are not) is unsuitably large. Thus, the integrity test as currently configured is largely without merit as a personnel selection device.Dan R. Dalton is the Dow Professor of Management and Director of Graduate Programs, Graduate School of Business, Indiana University. Formerly with General Telephone & Electronics (GT&E) for thirteen years. Widely published in business and psychology, his articles have appeared in theAcademy of Management Journal, Academy of Management Review, Academy of Management Executive, Administrative Science Quarterly, Journal of Applied Psychology, Journal of Business Ethics, Business Ethics Quarterly, Journal of Law and Public Policy, Strategic Management Journal, Journal of Business Strategy, Behavioral Science, andHuman Relations, as well as many others.Michael B. Metzger is currently Professor of Business Law, Indiana University Graduate School of Business. Formerly Associate Dean for Academics and chair of the Business Law Department at I.U. He received his J.D. in 1969. Before entering academia he held a variety of positions, including Deputy Securities Commissioner, State of Indiana and Senior Legislative Analyst, Indiana Legislative Council. He also was in private practice in Indianapolis, Indiana with the firm of Baratz, Sosin, Jodka and Metzger. Widely published in legal and business and ethics journals, his work has appeared in theGeorgetown Law Journal theVanderbilt Law Review, theMinnesota Law Review, theEcology Law Quarterly, theBusiness Ethics Quarterly, and theSouthwestern Law Journal, as well as numerous others. Three times he has received theAmerican Business Law Journal's award for the best article of the year. He is a coauthor ofBusiness Law and the Regulatory Environment: Concepts and Cases (8th ed.), and is the winner of 12 awards for teaching at both undergraduate and graduate levels. He regularly addresses public and industry groups on business ethics issues.     

The perceived role of ethics and social responsibility: A scale development

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.     

Assessing the application of cognitive moral development theory to business ethics

Cognitive moral development (CMD) theory has been accepted as a construct to help explain business ethics, social responsibility and other organizational phenomena. This article critically assesses CMD as a construct in business ethics by presenting the history and criticisms of CMD. The value of CMD is evaluated and problems with using CMD as one predictor of ethical decisions are addressed. Researchers are made aware of the major criticisms of CMD theory including disguised value judgments, invariance of stages, and gender bias in the initial scale development. Implications for business ethics research are discussed and opportunities for future research delineated.John Fraedrich is an Assistant Professor of Marketing at Southern Illinois University of Carbondale. His areas of interest include ethical decision making and international marketing. He has published inJournal of Macromarketing, Journal of Business Ethics, Journal of Academy of Marketing Science, Journal of Business Research, Journal of Marketing Management, International Journal of Value Based Management, andJournal of International Consumer Marketing. Dr. Fraedrich is co-author of a textbookBusiness Ethics: Ethical Decision Making and Cases, Second Edition.Debbie M. Thorne is an Assistant Professor of Marketing at the University of Tampa. Her areas of interest include business ethics, social network analysis, and cultural issues in organizations. She received a Ph.D. in 1993 and has published in theJournal of Teaching in International Business and numerous conference proceedings.O. C. Ferrell is Interim Dean and Distinguished Professor of Marketing and Business Ethics in the Fogelman College of Business and Economics at Memphis State University. Dr. Ferrell was chairman of the American Marketing Association Ethics Committee that developed the current AMA Code of Ethics. He has published articles on business ethics in theJournal of Marketing, Journal of Marketing Research, Journal of Business Research, Journal of Macromarketing, Human Relations, Journal of Business Ethics, as well as others. He has co-authored ten textbooks includingBusiness Ethics: Ethical Decision Making and Cases, Second Edition, and a tradebook,In Pursuit of Ethics.     

Integrating ethics into the business school curriculum

A project on teaching business ethics at The Wharton School concluded that ethics should be directly incorporated into key MBA courses and taught by the core business faculty. The project team, comprised of students, ethics faculty and functional business faculty, designed a model program for integrating ethics. The project was funded by the Exxon Education Foundation.The program originates with a general introduction designed to familiarize students with literature and concepts pertaining to professional and business ethics and corporate social responsibility. This may be accomplished through orientation sessions, readings, packages, short classes and lectures.The key segment of the plan is to have ethics modules developed and systematically integrated throughout key business courses. In the project experiment, sample modules were developed for courses in introductory marketing, introductory management, corporate finance and business policy.The modules are designed to respond to the concerns of functional business faculty that they cannot be sufficiently authoritative in teaching ethics and that inserting coverage of ethics will displace critically important topics in their already crowded courses. On the other hand, the functional instructors found that, once encouraged, students were very willing to discuss ethical issues and that their sophistication increased throughout the course. Thomas W. Dunfee is the Kolodny Professor of Social Responsibility at The Wharton School of the University of Pennsylvania. Author of numerous textbooks (Random House, Prentice-Hall, John Wiley), he teaches courses on business ethics and commercial law. He has published numerous articles in law reviews and business periodicals and has consulted to many corporations, government agencies and law firms. Currently President-Elect of the American Business Law Association, he is a former editor-in-chief of the American Business Law Journal. Diana C. Robertson is a Senior Fellow in Business Ethics in the Department of Legal Studies at The Wharton School, University of Pennsylvania. Her publications in business ethics include Corporate Restructuring and Employee Interests: The Tin Parachute, The Ethics of Organizational Transformation: Mergers, Takeovers and Corporate Restructuring, Quorum Books, 1988, Why Superimposing Ethics on the Corporation Won't Work, Corporate University Journal, Vol. 1, No. 1, July 1988, 18–23, and Work-Related Ethical Attitudes: Impact on Business Profitability with Thomas W. Dunfee, Business and Professional Ethics Journal, Vol. 3, No. 2 (Winter 1984), 25–40.     

Towards a code of conduct for the tourism industry: An ethics model

There are four areas of concern in the ethical pursuit of tourism. Too often, tourism development is planned without consideration of the local environment's or community's needs and characteristics. An ethical treatment of the environment and community should involve consideration and participation in the planning and decision-making process, as well as implementing effective guidelines to assure fairness in employing both traditional and non-traditional employees. Finally, the industry must pay special attention to the target market: tourists. Dinah Payne is an Associate Professor of Management at the University of New Orleans. Her teaching and research interests include business ethics, the legal environment of business, international business and international management. She has published articles in the Journal of Business Ethics,the Labor Law Journal,the Journal of Managerial Issuesand Management Accounting.She is the current Vice President/Program Chair of the Southern Academy of Legal Studies in Business. Frédéric Dimanche is an Assistant Professor of the School of Hotel, Restaurant and Tourism at the University of New Orleans. His teaching and research interests include tourist behavior and tourism marketing. He has published articles in the Journal of Travel and Tourism Marketing,the Journal of Leisure Research,and Leisure Sciences.He is the President of the Travel and Tourism Research Association, South Central Chapter.     

Spiraling Down into Corruption: A Dynamic Analysis of the Social Identity Processes that Cause Corruption in Organizations to Grow

To date, theory and research on corruption in organizations have primarily focused on its static antecedents. This article focuses on the spread and growth of corruption in organizations. For this purpose, three downward organizational spirals are formulated: the spiral of divergent norms, the spiral of pressure, and the spiral of opportunity. Social Identity Theory is used to explain the mechanisms of each of these spirals. Our dynamic perspective contributes to a greater understanding of the development of corruption in organizations and opens up promising avenues for future research. Niki A. den Nieuwenboer is a Ph.D. candidate at the Department of Business & Society Management at RSM Erasmus University, The Netherlands. Her research interests include the growth and development of collective corruption in organizations. She holds a Master of Arts in Social Psychology from the University of Leiden, The Netherlands. Prior to starting her academic career, she worked as a consultant in business ethics and fraud prevention for KPMG Forensic in Brussels, Belgium. Muel Kaptein is Professor of Business Ethics and Integrity Management at the Department of Business & Society Management at RSM Erasmus University, The Netherlands. His research interests include the management of ethics, the measurement of ethics, and the ethics of management. His␣research has been published in the Academy of Management Review, Business & Society, Corporate Governance, Journal of Business Ethics, Journal of Management Studies, Journal of Organizational Behavior, and Organization Studies, among others. He is the author of the books Ethics Management (Springer, 1998), The Balanced Company (Oxford University Press, 2002), and The Six Principles of Managing with Integrity (Articulate Press, 2005). He is also director at KPMG Integrity, which he co-founded in the Netherlands in 1995.     

The Effectiveness of Business Codes: A Critical Examination of Existing Studies and the Development of an Integrated Research Model

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).     

TQM: Just what the ethicist ordered

Total quality management (TQM) has become a basic business practice in organizations throughout the world. Implementation of TQM in these organizations has been driven by the desire to increase profits in the highly competitive business world. Total quality management techniques are designed to improve performance.Concurrently, organizations are striving to eradicate the concept that the termbusiness ethics is an oxymoron. Corporate codes of conduct have been developed to indicate the outside boundaries of acceptable organizational behavior and companies are espousing and enforcing the ideals contained within these codes.It is our contention that these two business trends are intimately related. TQM encompasses concepts and practices that are in the best organizational interest for all stakeholders. Additionally, TQM promotes activities that encourage high moral behavior. To support this notion, consider the following six important concepts that provide a foundation for TQM:Empowerment of employees Throughput that is prompt and without defects Helpfulness of managers and employees in task accomplishment Integrity of products, services and people Change in process and behavior Stakeholder emphasis (stockholders, customers, and equity)Viewed in the above form, TQM is simply good ethics put into practice. Cecily Raiborn is a Professor of Accounting at Loyola University. Her teaching and research interests include managerial accounting, cost accounting, business ethics, and international business. She has published articles in the Journal of Business Ethics,the Labor Law Journal,the Journal of Corporate Accounting and Financeand Management Accounting.She is the author of two accounting books: Cost Accountingand Managerial Accounting.She is heavily involved in professional and student organizations. Dinah Payne is an Associate Professor of Management at the University of New Orleans. Her teaching and research interests include business ethics, the legal environment of business, international business and international management: She has published articles in the Journal of Business Ethics,the Labor Law Journal,the Journal of Managerial Issuesand Management Accounting.She is the Secretary/Treasurer of the Southern Academy of Legal Studies in Business.     

Zimbardo's “Stanford Prison Experiment” and the relevance of social psychology for teaching business ethics

The prevailing pedagogical approach in business ethics generally underestimates or even ignores the powerful influences of situational factors on ethical analysis and decision-making. This is due largely to the predominance of philosophy-oriented teaching materials. Social psychology offers relevant concepts and experiments that can broaden pedagogy to help students understand more fully the influence of situational contexts and role expectations in ethical analysis. Zimbardo's Stanford Prison Experiment is used to illustrate the relevance of social psychology experiments for business ethics instruction. F. Neil Brady is an Associate Professor of Management at San Diego State University. He has published a dozen articles in the field of business ethics, three of which have appeared in the Academy of Management Review. Jeanne M. Logsdon is an Assistant Professor of Management at Santa Clara University. Her research on various aspects of corporate social performance has appeared in the Journal of Business Ethics, Research in Corporate Social Performance and Policy, and California Management Review.     

Business ethics: A literature review with a focus on marketing ethics

In recent years, the business ethics literature has exploded in both volume and importance. Because of the sheer volume and diversity of this literature, a review article was deemed necessary to provide focus and clarity to the area. The present paper reviews the literature on business ethics with a special focus in marketing ethics. The literature is divided into normative and empirical sections, with more emphasis given to the latter. Even though the majority of the articles deal with the American reality, most of the knowledge gained is easily transferable to other nations. John Tsalikis is an Assistant Professor of Marketing at Florida International University. His articles have appeared in the Journal of the Academy of Marketing Science, Journal of Business Ethics, Journal of International Consumer Marketing, and Psychology and Marketing. David J. Fritzsche is a Professor of Business Administration at the University of Portland. His articles have appeared in the Academy of Management Journal, Columbia Journal of World Business, Journal of Macromarketing, Journal of Marketing Research, Marketing Ethics: Guidelines for Managers, and Research in Corporate Social Performance and Policy.     

Do the Numbers Add Up to Different Views? Perceptions of Ethical Faculty Behavior Among Faculty in Quantitative Versus Qualitative Disciplines

Faculty across a wide range of academic disciplines at 89 AASCB-accredited U.S. business schools were surveyed regarding their perceptions of the ethical nature of faculty behaviors related to undergraduate course content, student evaluation, educational environment, research issues, financial and material transactions, and social and sexual relationships. We analyzed responses based on whether instruction in the academic discipline focused mainly on quantitative topics or largely on qualitative issues. Faculty who represented quantitative disciplines such as accounting and finance (n = 383) were more likely to view behaviors such as selling complimentary textbooks and grading on a strict curve as more ethical than faculty representing more qualitative disciplines such as management and marketing (n = 447). In contrast, faculty in quantitative disciplines were more likely to view behaviors such as showing controversial media and bringing up sexual or racial charged matters as less ethical than their counterparts. Whereas these differences may be attributed to the respondents’ academic backgrounds, the large level of agreement on ethical behaviors raises questions about the growing influence of business disciplines that operate within more unified research and teaching paradigms. Linda Kidwell (PhD, Louisiana State University) is an associate professor in the Accounting Department at the University of Wyoming where she teaches auditing as well as accounting ethics. Her research interests include academic ethics, auditing ethics, and governmental auditing. Her research has been published in the Journal of Business Ethics, Teaching Business Ethics, CPA Journal, Journal of Accounting and Public Policy and elsewhere. She has taught in the United States, Australia, and Canada. She has also been a frequent faculty mentor in the National Conference on Ethics in America held annually at the United States Military Academy (West Point). Roland Kidwell (PhD, Louisiana State University) is an associate professor in the Management and Marketing Department at the University of Wyoming where he teaches courses in new ventures, human resource management and general management. His current research interests include ethical issues involving family businesses and new ventures, social entrepreneurship, and workplace deviance such as withholding effort (free riding, shirking, social loafing) in organizational contexts. He is co-editor of a book of readings and cases, Managing Organizational Deviance (2005, Sage), and his research has appeared in Academy of Management Review, Journal of Business Ethics, Journal of Management, Journal of Business and Psychology and elsewhere.     

Peers Versus National Culture: An Analysis of Antecedents to Ethical Decision-making

Given the recent ethics scandals in the United States, there has been a renewed focus on understanding the antecedents to ethical decision-making in the research literature. Since ethical norms and standards of behavior are not universally consistent, an individual’s choice of referent may exert a large influence on his/her ethical decision-making. This study used a social identity theory lens to empirically examine the relative influence of the macro- and micro-level variables of national culture and peers on an individual’s intention to behave ethically. Our sample consisted of respondents from Germany, Italy, and Japan. The results indicated that both national culture and peers were found to act as significant referents in ethical decision-making dilemmas. Although peers exerted a much stronger influence on an individual’s ethical decision-making, the impact of peers varied depending on the national culture levels of individualism and power distance. James W. 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 and an MBA from Florida State University. His research interests include person-organization fit, compensation, and employee ethics, and has been published in the Journal of Organizational Behaviour, Journal of Business Ethics, Academy of Management Learning and Education, Group and Organization Management and the Journal of Business and Psychology, among others. 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, and Co-director, Center for Corporate Governance and Business Ethics. 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. Yvonne Stedham is a Professor of Management in College of Business at the University of Nevada, Reno. She received a Ph.D. in Business and an MBA from the University of Kansas, Lawrence, Kansas and undergraduate degrees in Economics and Business from the University of Bonn, Germany. She joined the University of Nevada, Reno in 1988 and served as Chair of the Managerial Sciences Department from 1999-2002. Dr. Stedham's research covers a broad spectrum of management issues with a special focus on international, business ethics and gender aspects, and has been published in the Journal of Management. Women in Management Review, the Journal of Management Studies, the Journal of Business Ethics,the Journal of European Industrial Training, and the Journal of Knowledge Management Practice, Asia Pacific Journal of Human Resource, and others. Jeanne H. Yamamura, CPA, MIM, PHD, is Associate Professor at the University of Nevada Reno. Her research is focused in the area of the international management of accounting professionals and in ethical decision making. She has published in journals such as the International Journal of Accounting, the International Journal of Accounting, Auditing and Performance Evaluation and the International Journal of Human Resource Management.     

Principled moral reasoning: Is it a viable approach to promote ethical integrity?

In response to recent recommendations for the teaching of principled moral reasoning in business school curricula, this paper assesses the viability of such an approach. The results indicate that, while business students' level of moral reasoning in this sample are like most 18- to 21-year-olds, they may be incapable of grasping the concepts embodied in principled moral reasoning. Implications of these findings are discussed. James Weber is currently an Assistant Professor of Management at Marquette University. He has published articles on managerial values and moral reasoning and the teaching of business ethics in Research in Corporate Social Performance and Policy: Empirical Studies of Business Ethics and Values, International Journal of Value Based Management, Human Relations, and Journal of Business Ethics. Sharon Green is currently an Assistant Professor of Accounting at the University of Wisconsin-Madison. Her research emphasizes information processing aspects of decision making in governmental, auditing and educational contexts. Her publications have appeared in Accounting Review and Research in Governmental and Non-Profit Accounting.     

Ethics Programs, Perceived Corporate Social Responsibility and Job Satisfaction

Companies offer ethics codes and training to increase employees’ ethical conduct. These programs can also enhance individual work attitudes because ethical organizations are typically valued. Socially responsible companies are likely viewed as ethical organizations and should therefore prompt similar employee job responses. Using survey information collected from 313 business professionals, this exploratory study proposed that perceived corporate social responsibility would mediate the positive relationships between ethics codes/training and job satisfaction. Results indicated that corporate social responsibility fully or partially mediated the positive associations between four ethics program variables and individual job satisfaction, suggesting that companies might better manage employees’ ethical perceptions and work attitudes with multiple policies, an approach endorsed in the ethics literature. Sean Valentine (D.B.A., Louisiana Tech University) is an Associate Professor of Management in the college of Business at the University of Wyoming. His teaching and research interests include business ethics, organizational behavior, and human resource management. He has published in journals such as Behavioral Research in Accounting, Journal of Business Research, Journal of Personal Selling & Sales Management, and Journal of Business Ethics. Gary Fleischman (Ph.D., Texas Tech University) is an Associate Professor and is the McGee Hearne and Paiz Faculty Scholar in Accounting at the University of Wyoming. His teaching expertise is in accounting and entrepreneurship and his research interests are in business ethics and behavioral business research. He has published in journals such as Behavioral Research in Accounting, The International Journal of Accounting and Journal of Business Ethics.     

Salesperson Perceptions of Ethical Behaviors: Their Influence on Job Satisfaction and Turnover Intentions

In the academic world, research has indicated that “good ethics is good business.” Such research seems to indicate that firms, which emphasize ethical values and social responsibilities, tend to be more profitable than others. Generally, the profitability is credited to the firm’s positive relationships with its customers, reduced costs of attempting to rebuild a tarnished image, ease of attracting capital, etc. The research conducted in this study evaluated salespeople’s perceptions of the ethics of businesses in general, their employer’s ethics, their attitudes as consumers, and the relationships existing between these perceptions and the sale force’s job satisfaction and turnover intentions. The results show a positive relationship existing between salesperson perceptions of business ethics, his/her employer’s ethics, consumer attitudes, and the salesperson’s job satisfaction and reduced turnover intentions. Charles E. Pettijohn (D.B.A., Louisiana Tech University) is a professor of marketing in the College of Business Administration at Missouri State University. He is also co-editor of the Marketing Management Journal. His research has appeared in the Journal of Personal Selling and Sales Management, the Journal of Businesss Ethics, Marketing Management Journal, Psychology and Marketing, and the Journal of Marketing Theory and Practice. At Missouri State University, his primary teaching focus is in the areas of Personal Selling and Sales Management. Linda S. Pettijohn (D.B.A., Louisiana Tech University) is a Professor of marketing in the College of Business Administration at Missouri State University. Her research has appeared in the Journal of Personal Selling and Sales Management, Human Resource Development Quarterly, Marketing Management Journal, Psychology and Marketing, and the Journal of Financial Serivices Marketing. At Missouri State University, her primary teaching focus is in the area of Retailing. Albert J. Taylor (D.B.A., Louisiana Tech University) is an associate professor of marketing in the College of Business Administration at Coastal Carolina University. His research has appeared in the Journal of Personal Selling and Sales Management, Human Resource Development Quartely, the International Journal of Hospitality and Tourism Administration, Psychology and Marketing, and the Journal of Applied Business Research. At Missouri State University, his primary teaching focus is in the areas of Marketing Research and Personal Selling.     

Economics and ethics

Business theory and management practices are outgrowths of basic economic principles. To evaluate the proper place of ethics in business, the meaning of ethics as defined by economic theory must be assessed. This paper contends that classical economic thought advocates a nonethical decision-making context and is not functional for a modern complex, interdependent environment. Bernard J. Reilly, Professor of Management and Health Policy, came to Widener in September of 1980. Since coming to Widener he has published and presented over 90 professional papers in the fields of management and health administration, in such journals as Academy of Management Review, Inquiry, Journal of Health Politics Policy and Law, Human Relations, Hospital and Health Services Administration, Social Science and Medicine, Personnel, etc., and at several national conferences on organizational behavior and health policy. He is presently working on two books, the first on modern management principles, and the second on corporate business ethics. Recently, Dr. Reilly was awarded the Christian R. and Mary K. Lindback Foundation Award for distinguished teaching. Forthcoming articles will appear in Business and Professional Ethics Journal and Technology Management. Myroslaw J. Kyj, Associate Professor of Marketing at Widener University, has been involved in the research areas of the use of customer service in competition, pre-conditions for marketing channels and the inter-play between marketing, ethics, and social responsibility. Dr. Kyj has recently published several articles in such journals as Industrial Marketing Management, International Journal of Physical Distribution and Marketing, Journal of Services Marketing, Journal of Business and Industrial Marketing, and a forthcoming article in Business Horizons.     

Measuring moral judgment: The Moral Judgment Interview or the Defining Issues Test?

This paper compares and contrasts two distinct techniques for measuring moral judgment: The Moral Judgment Interview and the Defining Issues Test. The theoretical foundations, accompanying advantages and limitations, as well as appropriate usage of these methodologies are discussed. Adaptation and use of the instruments for business ethics research is given special attention.Dawn Elm is currently an Assistant Professor of Management at the University of St. Thomas in St. Paul, Minnesota. Dr. Elm has written and published articles on ethical decision-making, moral reasoning, defining and measuring honesty, and women's studies and ethics. She also has research interests in socialization to work, gender bias imagery in teaching business, and parental leave policies.James Weber is currently an Assistant Professor of Management at Marquette University. He has published articles focusing on managerial values and moral reasoning, teaching of ethics, and methodological issues in business ethics research inResearch in Corporate Social Performance and Policy, Human Relations, Business Ethics Quarterly, and Journal of Business Ethics.     

Positive Group Context,Work Attitudes,and Organizational Misbehavior: The Case of Withholding Job Effort

Considering the organization’s ethical context as a framework to investigate workplace phenomena, this field study of military reserve personnel examines the relationships among perceptions of psychosocial group variables, such as cohesiveness, helping behavior and peer leadership, employee job attitudes, and the likelihood of individuals’ withholding on-the-job effort, a form of organizational misbehavior. Hypotheses were tested with a sample of 290 individuals using structural equation modeling, and support for negative relationships between perceptions of positive group context and withholding effort by individual employees was found. In addition, individual effort-performance expectancy and individual job satisfaction were negatively related to withholding effort. The findings provide evidence that individual perceptions of positive group context play a key role in the presence of misbehavior at work. The results indicate that positive group context might be an important element of ethical climate that should be managed to temper occurrence of such adverse work behavior. Roland E. Kidwell (PhD, Louisiana State University) is an associate professor in the Management and Marketing Department in the College of Business at the University of Wyoming. His major research and teaching interests focus on new ventures and economic development, family business, social entrepreneurship, business ethics, and workplace deviance. His research has been published in academic journals such as the Academy of Management Review, Journal of Management, Journal of Business Venturing, International Entrepreneurship and Management Journal, Journal of Accounting and Public Policy and Journal of Business Ethics. He is co-editor of the book, Managing Organizational Deviance (Sage, 2005). Sean R. Valentine (DBA, Louisiana Tech University) is Professor of Management in the Department of Management, College of Business and Public Administration at the University of North Dakota. His research and teaching interests include business ethics, human resource management, and organizational culture. His work has appeared in journals such as Human Relations, Journal of Personal Selling & Sales Management, Journal of Business Research, Behavioral Research in Accounting and Journal of Business Ethics.     

Personal characteristics in college students' evaluations of business ethics and corporate social responsibility

A survey of 138 college students reveals an undergraduate major has a greater influence on corporate social responsibility than business ethics. Business students are no less ethical than nonbusiness students. Females are more ethical and socially responsible than males. Age is negatively related to one's Machiavellian orientation and positively related to negative attitudes about corporate efforts at social responsibility. The results suggest a greater need to focus busines ethics instruction based on student characteristics. Peter Arlow is Professor of Management at Youngstown State University, Youngstown, Ohio, U.S.A., where he teaches M.B.A. and undergraduate management courses. He has previously published in the Academy of Management Review, Business Horizons, International Journal of Management, Long-Range Planning, Journal of Business Ethics, Akron Business and Economic Review, and other Journals.     

The Principle of Moral Projection: A reply to Professor Ranken

This article responds to two criticisms by Professor Nani Ranken of the Principle of Moral Projection in business ethics. In the process it enlarges upon our understanding of the moral agenda of management and the corporation as a participant in ethical transactions. Kenneth E. Goodpaster is Associate Professor at the Graduate School of Business Administration at Harvard University. He has published articles in a wide variety of journals, including the Journal of Philosophy, Ethics, Environmental Ethics, the Journal of Business Ethics, Thought, and the Harvard Business Review. He has also edited or authored five books: Perspectives on Morality: Essays of William Frankena (1976) Ethics and Problems of the 21st Century (1979) Regulation, Values and the Public Interest (1980) Ethics in Management (1984) and Policies and Persons: A Casebook in Business Ethics (1985). Work in progress includes a monograph on management and moral philosophy (1987).