Counterfeit Luxuries: Does Moral Reasoning Strategy Influence Consumers’ Pursuit of Counterfeits?

Morality, in the context of luxury counterfeit goods, has been widely discussed in existing literature as having a strong association with decreased purchase intention. However, drawing on moral disengagement theory, we argue that individuals are motivated to justify their immoral behaviors through guilt avoidance, thus increasing counterfeit purchase intention. This research demonstrates that consumers’ desire to purchase counterfeit luxuries hinges on (one of) two types of moral reasoning strategies: moral rationalization and moral decoupling. The empirical results show that each strategy increases purchase intention, but respectively through moral judgment and perceived benefit. Implications for researchers and managers are discussed.     

In search of the moral manager

Because the business landscape is cluttered with amoral and immoral managers, moral managers are hard to find. What can be done to develop moral judgment in managers so that the good forces out the bad and the indifferent?     

Desire to be ethical or ability to self‐control: Which is more crucial for ethical behavior?

Promoting ethical decisions and behaviors is challenging for any organization. Yet managers are still required to make ethical decisions under conditions which deplete their self‐control resources, such as high stress and long hours. This study examines the relationships among symbolic and internal moral identity, self‐control, and ethical behavior, and investigates whether self‐control acts as the mechanism through which moral identity leads to ethical behavior. Findings indicate that internal moral identity overrides symbolic moral identity in the relationship with self‐control and that self‐control fully mediates the relationship between internal moral identity and ethical behavior. The implications for organizations is that while rules, procedures, and ethics training are useful, managers with a strong moral compass will be more likely to practice self‐control leading to more ethical behaviors.     

What is Business For? Ethics and the Aim of Business

In an attempt to give business a better image after the recent scandals, managers should not make the mistake of presenting business as having primarily moral, spiritual or social aims. Business's purpose is not to make people better moral agents; Business Ethics must take as its starting point the aim of business itself. This is not to say that business is immoral, or that managers can afford to ignore the interests of constituencies wider than simply their shareholders. It is, however, to say that Business Ethics should be less concerned with fanciful social agenda than with good conduct in business, which must itself be informed by the answer to the question "What is business for?"     

The Impact of Personal Gains on Cognitive Dissonance for Business Ethics Judgments

When managers make business ethics judgments, the decisioninevitably has impact on them. Sometimes managers reluctantly putorganizational profit as their first priority and make decisions against personal values. Howmanagers are affected by their business ethics judgments has rarely been examined. The purposeof this paper is to explore such an issue.Cognitive dissonance experienced by managers after makingbusiness ethics judgments is studied in this paper. It is hypothesized that thedegree of cognitive dissonance experienced by managers after making business ethicsjudgment is contingent upon (1) the nature of the judgment (ethical or unethical); (2)the magnitude of personal gains involved in the situation; and (3) managers' moraldevelopment.Two hundred and thirty-eight managers who attendednon-degree graduate management classes offered by a university participated in thisstudy. A business ethics situation of unfair competition with different amount of personalgains was used in this study. First, participants were asked to make a business ethicsjudgment about one of the situations. After making the judgment, cognitive dissonance andmoral development were measured for the participants. The analysis revealed thatan interaction effect was found for the three hypothesized independent variables. Generally speaking, however, the degree of cognitive dissonance experienced by managers wassignificantly affected mainly by their moral development.     

Ethics,spirituality and self: managerial perspective and leadership implications

This paper argues that the self, as both the centre of our identity and the focus of our spiritual life, has not been given enough consideration with regard to the ethics of managers and leaders. Informed by models of self‐realisation and the Jungian process of individuation, our discussion suggests that the way we perceive and interpret our self affects our moral behaviour. In particular, integrity of the self fully participates in enhancing servant leadership and consistent ethical practice. We illustrate the argument with comments from various managers on the statement: ‘Being true to your self’.     

The Price of Morality. An Analysis of Personality, Moral Behaviour, and Social Rules in Economic Terms

The focus of the present study was the rationality of moral behaviour and moral conviction. Assumptions like "morality pays" or "good ethics is good business" are not a priori right. Whether morality as personal conviction is also economically rational or not depends in large part on the institutional setting of a society and the likelihood that immoral behaviour will be sanctioned. The systematic approach to morality thus appears to be political economy and the institutional setting: rules and laws. However, the conditions for morality depend not only on the formal structures but also on the informal structures of rules and sanctions. Hence, the systematic approach to morality is most closely linked with the culture of a society; the efficiency of individual morality depends on social conditions. It is costly for individuals and societies to establish and entertain conditions that set clear incentives for moral behaviour. In this context, moral competencies, learning, and education play a crucial role.     

Using response behaviour theory to solicit survey participation in consumer research: An empirical study

Abstract

The purpose of this article is to report on research that examines survey participation rates (i.e. response rates) for personal interview surveys where solicitation for participation is based on different theories of survey-response behaviour in two culturally distinct countries. Field experiments were designed to investigate the extent to which the theories of exchange, cognitive dissonance, self-perception, and involvement/commitment can influence potential respondents to participate in a personal interview survey in Australia and Hong Kong. The results show that there were significant differences in Australia with the theory of self-perception having the strongest impact on survey-response behaviour, while cognitive dissonance has the least impact. In contrast, the effects in Hong Kong were not significant. This study adds to the limited empirical research regarding why consumers participate in surveys, particularly personal interview surveys. The theories are applied at the self-introduction and invitation to participate, which is a crucial stage in the potential respondent's decision about participation.     

Reasoning about Responsibilities: Mining Company Managers on What Stakeholders are Owed

Stakeholder theories propose that managers are responsible not only for maximizing shareholder value, but also for taking into account the well being of other parties affected by corporate decisions. While the language of stakeholder theory has been taken up in industries like mining, controversy remains. Disagreements arise not only about the apportionment of costs and benefits among stakeholders, but about who counts as a stakeholder and about how "costs" and "benefits" are to be conceived. This paper investigates these questions empirically by examining how managers in one mining company talk about corporate responsibilities and by analysing the explicit and implicit values systems and moral logics which inform this talk. The investigations discovered that while some claims by stakeholder groups were readily accommodated by managers, others were not. Analysis of the value frameworks employed by the mangers confirms the views of leading stakeholder theorists that stakeholder theory is grounded in the realities of management practice and behaviour.     

Nobody is as Blind as Those Who Cannot Bear to See: Psychoanalytic Perspectives on the Management of Emotions and Moral Blindness

Although apparently irrational, people with seemingly high moral standards routinely make immoral decisions or engage in morally questionable behavior. It appears as if under certain circumstances, people become in some enigmatic way blind to the immoral aspects of what they are doing or consequences of their immoral actions. This article focuses and reports on a psychoanalytic inquiry into the role of emotions and the unconscious management of unwanted emotions in promoting moral blindness. Emotions are essential to the conscience, self-sanctioning, and advancement of moral behavior. Notwithstanding moral ideations, a sufficiently strong counterwill may create incongruence between moral intentions and actual desires or behavior. The unwelcome experience of acute moral emotions such as guilt and anxiety is likely to activate a range of psychological defense mechanisms and unconscious processes to manage these emotions. It is argued that the management of these emotions through undue avoidance, inappropriate regulation, or lack of regulation, can bypass self-sanctioning. As result, the condition of moral blindness can develop or be sustained. The psychoanalytic explanations offered contribute to the understanding as to how emotions in combination with the unconscious mind can cause moral blindness in any person, notwithstanding high moral standards and good intentions. Improved understanding of moral blindness represents an important scientific step in improved understanding of our moral and immoral selves, with all its complexities, conflicts, and contradictions.     

Job Satisfaction as a Function of Top Management Support for Ethical Behavior: A Study of Indian Managers

Based on organizational justice theories and cognitive dissonance theories, the authors hypothesized that: (a) perceived top management support for ethical behaviors will be positively correlated with all facets of job satisfaction (supervision, pay, promotion, work, co-workers, and overall); and (b) the correlation will be highest with the facet of supervision. Empirical results (n = 77 middle level managers from two organizations in South India) supported only the second hypothesis. Implications for managing a global workforce are discussed.     

Ostracizing sources avoid communal tastes: Effect of ostracizing behaviour on extraordinary consumption

Although people often exclude others in their daily encounters and social media interactions, no consumer research on ostracism has solely focused on sources of ostracism. We argue that the influence of ostracism on evasive behaviour is worth investigating since the scant academic investigations on sources are limited to their reparation intentions for their harmful behaviour. Three experiments were conducted to examine the influence of ostracizing behaviour (vs. neutral vs. social interaction) on extraordinary consumption in face-to-face and social media contexts. It was uncovered that sources sense dissonant feelings in dissimilar contexts when their behaviour transcends society's normative boundaries and, hence, prefer consumption that does not commonly appear in society as a means to evade this dissonance. The effect was moderated by sources' justification of their behaviour. We initiate consumer research on sources of ostracism and contribute to the marketing practice of introducing extraordinary consumption options by investigating the psychological consequences of ostracizing behaviour.     

The informative and persuasive functions of advertising: A moral appraisal

Advertising can be regarded as having two separate functions, one of persuading and one of informing consumers. Against some who claim that persuasive advertising using irrational means is moral as long as the product or service it represents is good or useful, this paper argues that by denigrating human reason such advertising is always immoral. On the other hand, advertisements which present information in a straight-forward and truthful way are always moral no matter what they advertise; indeed, only such advertisements are moral.     

Moral Emotions and Ethics in Organisations: Introduction to the Special Issue

The aim of our special issue is to deepen our understanding of the role moral emotions play in organisations as part of a wider discourse on organisational ethics and morality. Unethical workplace behaviours can have far-reaching consequences—job losses, risks to life and health, psychological damage to individuals and groups, social injustice and exploitation and even environmental devastation. Consequently, determining how and why ethical transgressions occur with surprising regularity, despite the inhibiting influence of moral emotions, has considerable theoretical and practical significance to management scholars and managers alike. In this introduction, we present some of the core arguments in the field; notably, the effect of organisational life and bureaucracy on emotions, in general, and moral emotions, in particular; the moral standing of leaders, managers and followers; moral challenges raised by obedience and resistance to organisational power and ethical blindspots induced by what may appear as deeply moral emotions. These issues are explored by a collection of geographically diverse articles in various work contexts, which are thematically organised in terms of (i) moral emotions, ethical behaviour and social pressure, (ii) moral emotions and their consequences within/across levels of analysis, (iii) psychoanalytic perspectives on the management of moral emotions, (iv) virtue and moral emotions and (v) moral emotions and action tendencies. We end by suggesting certain avenues for future research in the hope that the endeavour initiated here will inspire improved practice at work.     

A Multidimensional Approach to Finnish Managers' Moral Decision-Making

This paper analyses managers' moral decision-making, and studies the role of ethical theories in it by following the research tradition using the multidimensional ethics scale. The research question is: what kinds of ethical dimensions do Finnish business managers reveal when they are making moral decisions, and how have these dimensions changed in the 1990s? This question is answered by examining what kinds of factors emerge when the multidimensional ethics scale is used to analyse Finnish managers' attitudes toward moral dilemmas. The results show that Finnish managers' decision-making reflects a variety of ethical theories. Teleological thinking is strongly emphasised by Finnish managers, and relativist thinking is used as well, but often combined with either deontology or justice thinking. In addition, a strong moralistic dimension emerged in Finnish managers' decision-making. The analysis was carried out in two different surveys in years 1994 and 1999, and the results show that the ways of decision-making were more complex at the end of the 1990s than almost six years earlier.     

Managers’ Moral Reasoning: Evidence from Large Indian Manufacturing Organisations

Increased globalisation has also seen increased scrutiny of corporate behaviour by the communities. Clearly managers are under increased pressure from stakeholders not only to outperform their competitors, but also are expected to do so in an ethical manner. In order to act ethically an individual is expected to have a well-developed moral imagination and moral reasoning. Literature on ethical reasoning research indicates a positive relationship between higher levels of moral reasoning and ethical behaviour. This paper presents the findings of a study of the moral reasoning/moral development of managers working in large manufacturing enterprises situated in the state of Punjab in India. Kohlberg’s theory of Cognitive Moral Development forms the basis of the study. Moral Judgement Interview (MIG) developed by Weber, on the basis of Kohlberg’s theory was used for the study. Moral Reasoning Scores were calculated using Abbreviated Scoring Guide. More than half of the managers scored at post-conventional level of reasoning while assessing the moral dilemmas. The reasoning scores varied for the three dilemmas. Manjit Monga is a lecturer in the School of Management, at the Division of Business, University of South Australia. Her research interests are in the area of management and workplace ethics, organisational culture, research ethics and resource management. The aythor is a lecturer in the School of Mangement, at the Division of Business,University of South Australia. Her research interests are in the area of mangement and workplace ethics,organisational culture,research ethics and human resource mangement.     

The Relation Between Policies Concerning Corporate Social Responsibility (CSR) and Philosophical Moral Theories – An Empirical Investigation

This article examines the relation between policies concerning Corporate Social Responsibility (CSR) and philosophical moral theories. The objective is to determine which moral theories form the basis for CSR policies. Are they based on ethical egoism, libertarianism, utilitarianism or some kind of common-sense morality? In order to address this issue, I conducted an empirical investigation examining the relation between moral theories and CSR policies, in companies engaged in CSR. Based on the empirical data I collected, I start by suggesting some normative arguments used by the respondents. Secondly, I suggest that these moral arguments implicitly rely on some specific moral principles, which I characterise. Thirdly, on the basis of these moral principles, I suggest the moral theories upon which the CSR policies are built. Previous empirical studies examining the relation between philosophical moral theories and the ethical content of business activities have mainly concentrated on the ethical decision-making of managers. Some of the most prominent investigations in that regard propose that managers mainly act in accordance with utilitarian moral theory (Fritzsche, D. J. and H. Becker: 1984, Academy of Management Journal 27(1), 166–175; Premeaux, S. and W. Mony: 1993, Journal of Business Ethics 12, 349–357; Premeaux, S.: 2004, Journal of Business Ethics 52, 269–278). I conclude that CSR policies are not based on utilitarian thinking, but instead, on some kind of common-sense morality. The ethical foundation of companies engaged in CSR, thus, does not mirror the ethical foundation of managers.     

Individual, Collective and Social Responsibility of the Firm

The main concern of this paper is the moral responsibility of the firm, as well as of the individuals in a firm, to uphold environmental protection. Much of the business ethics literature defines corporate social responsibility in terms of stakeholder relationships, and the emphasis is frequently on collective as opposed to individual responsibility. This paper has three objectives. The first is to clarify the nature of moral responsibility, and the distinction between legal and moral responsibility. The second objective is to steer academicians and others towards a new vision of the firm. We argue that a firm is not just a singular legal entity but also a collectivity of morally responsible individuals who are liable for immoral acts of the firm. By expanding the boundary of responsibility of action from an intangible collectivity – the firm, to all the individuals within it, this vision moves beyond the typical emphasis on the firm as being the only moral agent responsible for corporate actions. The paper emphasizes not simply the responsibility of top echelon managers, but of every employee across ranks. The third goal of this paper is to examine the circumstances where application of moral responsibility becomes crucial, for instance, in the context of protection of the natural environment by a firm and its employees.     

Coping with copies: The influence of risk perceptions in luxury counterfeit consumption in GCC countries

This research investigates counterfeit luxury consumption in the Gulf Cooperation Council (GCC) countries, where consumers are so affluent that their consumption of counterfeit goods is surprising. An exploratory quantitative survey conducted in the United Arab Emirates demonstrates that though GCC nationals do purchase counterfeit luxury products, the perceived performance, psychosocial, and moral risks might prevent them from the engagement in such consumption. Based on 19 in-depth interviews, a follow-up qualitative study identifies the strategies Emiratis use to cope with the cognitive dissonance that occurs from the perception of those risks. The findings are of major interest for public policy makers and luxury brand managers fighting counterfeiting.     

Perceived moral intensity,ethical perception,and ethical intention of American and Malaysian managers: a comparative study

In this study, differences in perceived moral intensity, ethical perception, and ethical intention of managers from the United States and Malaysia are investigated. Models are proposed with perceived moral intensity, ethical perception, and ethical intention as dependent variables, the country of residence of the managers as the independent variable, and gender and age of the managers as covariates. By using scenarios involving ethical situations, it is found that American managers perceive higher levels of moral intensity than Malaysian managers on the components that relate to the extent of harm done to the victim. However, there are no significant differences between the two groups on those components that relate to social pressure. Also, the ethical perception and ethical intention of American managers are higher than those of Malaysian managers. An explanation for the direction of the differences is offered based on the divergence of the United States and Malaysia with respect to the societal moral climate, organizational culture, cultural factors, and cognitive moral development. Implications and suggestions for future research are also offered.