An experimental examination of the effects of individual and situational factors on unethical behavioral intentions in the workplace

Using a 2×2×2 experimental design, the effects of situational and individual variables on individuals' intentions to act unethically were investigated. Specifically examined were three situational variables: (1) quality of the work experience (good versus poor), (2) peer influences (unethical versus ethical), and (3) managerial influences (unethical versus ethical), and three individual variables: (4) locus of control, (5) Machiavellianism, and (6) gender, on individuals' behavioral intentions in an ethically ambiguous dilemma in an work setting. Experiment 1 revealed main effects for quality of work experience, Machiavellianism, locus of control, and an interaction effect for peer influences and managerial influences. Experiment 2 showed main effects for all three situational variables and Machiavellianism. Neither experiment supported gender differences. Limitations, future research, and implications for management are discussed.Gwen E. Jones is an Assistant Professor of Management at Bowling Green State University, Ohio. Her research interests include unethical behavior, privacy issues, and organizational development. She would like to thank Dianna Stone, Gary Yukl and Paul Meising for comments on earlier drafts, and Shelly Nikodem for assistance with the data collection and entry. This research was partially funded by a Benevolent Grant from the State University of New York at Albany. Michael J. Kavanagh is a professor of Management at the State University of New York at Albany. His research interests include human resource forecasting, performance measurement, and research methods. He currently is the Editor of the Group and Organization Management Journal.