Applying the Randomized Response Technique in Business Ethics Research: The Misuse of Information Systems Resources in the Workplace

Mitigating response distortion in answers to sensitive questions is an important issue for business ethics researchers. Sensitive questions may be asked in surveys related to business ethics, and respondents may intend to avoid exposing sensitive aspects of their character by answering such questions dishonestly, resulting in response distortion. Previous studies have provided evidence that a surveying procedure called the randomized response technique (RRT) is useful for mitigating such distortion. However, previous studies have mainly applied the RRT to individual dichotomous questions (e.g., yes/no questions) in face-to-face survey settings. In this study, we focus on behavioral research examining the relationships between latent variables, which are unobserved variables measured by multiple items on Likert or bipolar scales. To demonstrate how the RRT can be applied to obtain valid answers from respondents answering a self-administered online questionnaire with Likert and bipolar scales, we build a behavioral model to study the effect of punishment severity on employees’ attitudes toward misuse of information systems resources in the workplace, which in turn influence misuse behavior. The survey findings meet our expectations. The respondents are generally more willing to disclose sensitive data about their attitudes and actual behavior related to misuse when the RRT is implemented. The RRT’s implications for causal modeling and the advantages and challenges of its use in online environments are also discussed.     

Dirty Hands Make Dirty Leaders?! The Effects of Touching Dirty Objects on Rewarding Unethical Subordinates as a Function of a Leader’s Self-Interest

We studied the role of social dynamics in moral decision-making and behavior by investigating how physical sensations of dirtiness versus cleanliness influence moral behavior in leader–subordinate relationships, and whether a leader’s self-interest functions as a boundary condition to this effect. A pilot study (N = 78) revealed that when participants imagined rewarding (vs. punishing) unethical behavior of a subordinate, they felt more dirty. Our main experiment (N = 96) showed that directly manipulating dirtiness by allowing leaders to touch a dirty object (fake poop) led to more positive evaluations of, and higher bonuses for, unethical subordinates than touching a clean object (hygienic hand wipe). This effect, however, only emerged when the subordinate’s unethical behavior did not serve the leader’s own interest. Hence, subtle cues such as bodily sensations can shape moral decision-making and behavior in leader–subordinate relationships, but self-interest, as a core characteristic of interdependence, can override the influence of such cues on the leader’s moral behavior.     

The Influence of Business School’s Ethical Climate on Students’ Unethical Behavior

Business schools play an instrumental role in laying the foundations for ethical behavior and socially responsible actions in the business community. Drawing on social learning and identity theories and using data collected from undergraduate business students (n = 318), we found that ethical climate was a significant predictor of unethical behavior, such that students with positive perceptions about their business school’s ethical climate were more likely to refrain from unethical behaviors. Moreover, we found that high moral and institutional identities strengthened the effect of ethical climate on unethical behavior. In addition to novel theoretical contributions to the business ethics and socio-psychology literature, this study offers practical pathways through which business schools can nurture and instill the values and behaviors that ultimately help shape positive organizational ethics. Directions for future research are provided.     

Enduring Attitudes and Contextual Interest: When and Why Attitude Surveys Still Matter in the Online Consumer Decision Journey

Consumers leave traces of key interest to managers on their journey to purchase. Next to traditional survey-based attitudes, readily available online metrics now show aggregate consumer actions. But how do survey response metrics and online action metrics relate to each other? To what extent do they explain and predict brand sales across consumer categories? This article shows that surveys and online behavior provide complementary information for brand managers. Times series data for 32 brands in 14 categories reveal low correlations but substantial dual causality between survey metrics and online actions. Combining both types of metrics greatly increases the model's power to explain and predict brand sales in low-involvement categories. By contrast, high-involvement categories do not gain much from adding survey-based attitudes to a model including online behavior metrics. The authors synthesize these generalizations in a new framework relating enduring attitudes to the contextual interest expressed by online actions. This new framework helps managers assess both types of metrics to drive brand performance depending on whether their goal is short-term sales or long-term brand health.     

Deception in Business Networks: Is It Easier to Lie Online?

This article synthesizes research presented in several models of unethical behavior to develop propositions about the factors that facilitate and mitigate deception in online business communications. The work expands the social network perspective to incorporate the medium of communication as a significant influence on deception. We go beyond existing models by developing seven propositions that identify how social network and issue moral intensity characteristics influence the probability of deception in online business communication in comparison to traditional communication channels. Remedies to detect and discourage deception in online business networks are also offered, as well as limitations and future research directions.     

Perceptions of Dishonesty among Two-year College Students: Academic versus Business Situations

This study statistically analyzes two-year college students' attitudes toward cheating via a survey containing academic and business situations that the students evaluated on a seven point scale from unethical to ethical. When both the general questions concerning attitudes about cheating and the opinions on the ethical statements are considered, the business students were generally more unethical in their behavior and attitudes than non-business majors. These results indicate a need for more ethical exposure in business courses to help students distinguish ethical from unethical decisions.     

Statistical Analysis of Choice Experiments and Surveys

Measures of households' past behavior, their expectations with respect to future events and contingencies, and their intentions with respect to future behavior are frequently collected using household surveys. These questions are conceptually difficult. Answering them requires elaborate cognitive and social processes, and often respondents report only their “best” guesses and/or estimates, using more or less sophisticated heuristics. A large body of literature in psychology and survey research shows that as a result, responses to such questions may be severely biased. In this paper, (1) we describe some of the problems that are typically encountered, (2) provide some empirical illustrations of these biases, and (3) develop a framework for conceptualizing survey response behavior and for integrating structural models of response behavior into the statistical analysis of the underlying economic behavior.     

Negative Publicity Effect of the Business Founder’s Unethical Behavior on Corporate Image: Evidence from China

The unethical behavior of a business founder often leads to negative publicity which substantially affects positive corporate image. The amount of negative publicity relating to business founders’ unethical behavior is on the rise in the age of online social media in China. Based on the stimulus–response theory and balance theory, this paper developed a theoretical model to examine how negative publicity about a business founder’s unethical behavior affects corporate image. The proposed model was tested by the partial least squares technique. Results show that perceived severity, publicity intensity and recovery performance are predictors of corporate image: perceived severity has a negative impact on positive corporate image; publicity intensity and recovery performance have positive impacts on positive corporate image; and founder image mediates the relationships between the three predictors and corporate image. Moreover, initial consumer impression of business founders has a positive impact on positive corporate image.     

The Relationship between Unethical Behavior and the Dimensions of the Ethical Climate Questionnaire

This study examined the relationship between unethical employee behavior and the dimensions of the Ethical Climate Questionnaire (ECQ). In order to explore the relationship between the dimensions of the ECQ and unethical behavior, the factor structure of five previously identified empirical models and the hypothesized nine-dimension model for the ECQ was tested with a confirmatory factor analysis. The analysis revealed that the hypothesized nine-dimension model provided as good or even better fit to the data than the five empirically derived models. Therefore, the nine-dimensional model was used to examine the criterion-related validity of the ECQ. The results demonstrated that the nine ethical climate dimensions were correlated with some of the unethical behaviors examined in this study, but not others. However, the results clearly demonstrated that most of the ethical climate dimensions were significantly related to an aggregate measure of unethical behavior. It was suggested that these results might account for the differences in previous studies on the criterion-related validity of the ECQ. The results also replicated a previous report that the association between unethical behavior and ethical climate is stronger in organizations that do not have a code of ethics. Finally, a difference was observed in the ethical climates for organizations with a code of ethics and organizations without a code of ethics.     

Disciplining top‐performing unethical salespeople: Examining the moderating effects of ethical seriousness and consequences

Managers take many factors into account in deciding the level of discipline to administer to subordinates who have engaged in some form of undesirable work behavior. In general, performing other job tasks well, such as being a top sales producer, has been shown to be more likely to bring about an external attribution (attributing the cause of the undesirable behavior to some person or thing other than the performer) and, in turn, more lenient forms of discipline. However, other factors may be taken into account that might alter a manager's diagnosis of, and response to, undesirable employee behavior. This study examines the general tendency of sales managers to treat top sales performers more leniently than poor sales performers when these salespeople engage in unethical selling. Specifically, the study sought to determine if unethical acts of a more serious nature and unethical acts associated with more serious consequential outcomes would offset the general tendency to treat top sales performers more leniently. Findings revealed that top sales performers are still disciplined more leniently than poor sales performers despite engaging in more serious behaviors that produce more serious consequences. Implications for sales managers are presented. © 2006 Wiley Periodicals, Inc.     

Instructional Manipulation Checks: A longitudinal analysis with implications for MTurk

Instructional Manipulation Checks (IMCs) assess respondent behavior by, for example, asking participants not to answer a trick question. We find IMCs can be used to detect problematic response behavior in longitudinal surveys. This is important because a Latent Class Analysis based on IMC-failure in the two reported studies reveals that between 9% and 12% of respondents can be labelled Inattentive Stayers at the first survey-wave and between 13% and 17% at the third wave. The tendency of Inattentive Stayers to remain in the panel is particularly relevant for online panel services such as MTurk, with workers participating in many surveys over longer time-periods. We find IMC-failure to be mitigated by a warning to respondents that their attention will be checked early in the survey, but not by repeated exposure to IMCs, or a timer leaving questions on the screen longer. Respondent personality also plays a role in IMC-failure, which implies persistency of undesirable respondent behavior.     

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

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

Reexaminating Perceived Ethics Issues and Ethics Roles among Employment Managers

This paper reexamines the perceived ethical issues and roles of employment managers based on their responses to a recent "Ethical Issues in Human Resource Management Survey." This research addresses five major questions including: 1) Whether employment managers' perceptions of the factors influencing unethical behavior vary according to gender, job position, and company size, 2) What are the perceived frequency and seriousness of misconduct among HR functional areas, 3) Whether groups of employment managers (i.e., males and females) vary significantly in their perceptions of the seriousness of unethical events, 4) Whether gender and organizational level influence how often particular ethics roles are played, and 5) What particular roles are being played by employment managers as they respond to ethical dilemmas. The findings show that regardless of gender, position, or company size, employment managers' ethical behavior is influenced most by the behavior of senior managers and their immediate supervisors. In addition, the respondents believe that ethical misconduct occurs more often and is most serious in specialties such as employment, health, safety, and security, and compensation. Gender, industrial category, and company size have a significant impact on how serious unethical practices were perceived to be. Finally, seven of the eight ethics roles were matched with the ethical dilemmas submitted by the survey respondents.     

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.     

Nine issues for Internet-based survey research in service industries

Internet-based surveys have recently become a popular means of data collection among researchers in the service industries. However, there has been little discussion regarding the validation of Internet-based surveys in this services discipline. From the perspective of positivist and quantitative research, failure to organise a scientific and rigorous research design will damage the validity, reliability, and generalisability of a study's findings and, in turn, its contributions. This paper identifies nine key issues from theoretical discussions and accordingly examines the Internet-based survey studies published in The Service Industries Journal between 2001 and 2008 to demonstrate the current status of the Internet-based survey development in this field. Further, an empirical study with a carefully designed methodology is presented to serve as a useful guide in planning and executing Internet-based surveys.     

Investigating the Effects of Moral Disengagement and Participation on Unethical Work Behavior

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.     

Factors Affecting Ethical Attitudes in Mainland China and Hong Kong

In this article, we analyzed the effect of various factors on moral judgment and ethical attitudes of working persons. It was found that the effect of various socio-demographic factors on ethical attitudes varied between the two different categories of ethical issues under study, issues which involve explicit violation of laws vis-à-vis issues which involved social concerns. Our results did not support the implication of Callahan’s hypothesis that males are more sensitive to rule-based ethical issues while women are to issues involving social concerns; it was found that females have a lower acceptability of unethical behaviors related to both categories of issues in Hong Kong, whereas gender effect was not statistically significant in Mainland China. University education also had no significant effect on ethical attitudes. Religion played an important role in affecting ethical attitudes, however, its effect varied with different types of religions; Christianity was found to be most favorable to higher ethical standards, but people of traditional Chinese religion had a higher acceptability of unethical behaviors involving social concerns compared to people with no religion. Our finding also indicated that employees in state-owned enterprises, private employees, employees in foreign-investment firms, and employers in Mainland China all had a higher acceptability of unethical law-breaking behaviors compared to workers in collectives, throwing doubt on the validity of convergence theory in Mainland China. Kit-Chun LAM is Professor in Department of Economics of the Hong Kong Baptist Universty. she is also Guest professor in the Centre for Business Ethics of the Shanghai Academy of Social Sciences, China. She received her Ph.D. degree in economics from Harvard University. Her work has appeared in the Journal of Business Ethics, Journal of Labor Economics, Canadian Joural of Economics, Journal of Comparative Economics, Economica and Labour Economics. Guicheng Shi is Assistant Professor in Faculty of Management and Administration of Macau University of Science and Technology     

Dysfunctional executive behavior: What can organizations do?

Much has been made of dysfunctional executive behavior in recent years. As such, the purpose of this article is to assist organizations in the design of executive work. To better construct a work environment that diminishes self-serving and unethical behavior, we propose that organizations structure an executive's work around three factors: the accountability environment, managerial discretion, and relationship composition. These factors are used to describe how organizations can better design executives’ work so as to promote more desirable executive behavior. We describe how these factors should be calibrated, as well as how they affect each other.