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1.
Although it seems that ethics and religion should be related, past research suggests mixed conclusions on the relationship.
We argue that such mixed results are mostly due to methodological and conceptual limitations. We develop hypotheses linking
Cornwall et al.’s (1986, Review of Religious Research, 27(3): 266–244) religious components to individuals’ willingness to justify ethically suspect behaviors. Using data on 63,087
individuals from 44 countries, we find support for three hypotheses: the cognitive, one affective, and the behavioral component
of religion are negatively related to ethics. Surprisingly, one aspect of the cognitive component (i.e., belief in religion)
shows no relationship. Implications for research and practice are discussed.
K. Praveen Parboteeah (Ph.D. Washington State University) is an Associate Professor of International Management in the Department
of Management, University of Wisconsin - Whitewater. Parboteeah’s research interests include international management, ethics,
religion and technology and innovation management. He has published articles in numerous academic journals including Academy of Management Journal, Organization Science, Decision Sciences, Small Group Research, Journal of Business Ethics,
Journal of World Business, Management International Review, International Journal of Human Resource Management, R&D Management
and Journal of Engineering and Technology Management
Martin Hoegl (Ph.D. University of Karlsruhe, Germany) is Professor at WHU – Otto Beisheim School of Management, where he holds
the Chair of Leadership and Human Resource Management. Before joining WHU, he served on the faculties of Washington State
University and Bocconi University (Milan, Italy). His research interests include leadership and collaboration in organizations,
management of R&D personnel, knowledge creation in innovation processes, and the management of geographically dispersed collaboration.
He has published in leading international journals, including the Academy of Management Journal, Organization Science, the Journal of Management, Decision Sciences, and others.
John B. Cullen is Professor of Management at Washington State University. He has also served on the faculties of the University
of Nebraska, the University of Rhode Island, Waseda and Keio Universities in Japan (as a Fulbright lecturer), and the Catholic
University of Lille in France. Professor Cullen is the past president of the Western Academy of Management. Professor Cullen
is the author or co-author of four books and over 60 journal articles. His publications have appeared in journals such as
Administrative Science Quarterly, Academy of Management Journal, Journal of International Business Studies, Journal of Management,
Organizational Studies, Management International Review, Journal of Vocational Behavior, American Journal of Sociology, Organizational
Dynamics, and the Journal of World Business. He currently serves on the editorial board of the Journal of Leadership and Organizational
Studies and has served on the editorial boards of the Academy of Management Journal and Advances in International Comparative
Management Journal. 相似文献
2.
Linking Linear/Nonlinear Thinking Style Balance and Managerial Ethical Decision-Making 总被引:1,自引:0,他引:1
This study presents the results of an empirical analysis of the relationship between managerial thinking style and ethical
decision-making. Data from 200 managers across multiple organizations and industries demonstrated that managers predominantly
adopt a utilitarian perspective when forming ethical intent across a series of business ethics vignettes. Consistent with
expectations, managers utilizing a balanced linear/nonlinear thinking style demonstrated a greater overall willingness to
provide ethical decisions across ethics vignettes compared to managers with a predominantly linear thinking style. However,
results comparing the ethical decision-making of balanced thinking managers and nonlinear thinking managers were generally
inconsistent across the ethics vignettes. Unexpectedly, managers utilizing a balanced linear/nonlinear thinking style were
least likely to adopt an act utilitarian rationale for ethical decision-making across the vignettes, suggesting that balanced
thinkers may be more likely to produce ethical decisions by considering a wider range of alternatives and ruling out those
that are justified solely on the basis of their outcomes. Implications are discussed for future research and practice related
to management education and development, and ethical decision-making theory.
Kevin S. Groves is an Assistant Professor of Management and Director of the PepsiCo Leadership Center at California State
University, Los Angles. His research interests include managerial thinking styles, ethical decision-making, executive leadership
development and succession planning systems, charismatic leadership, and leader emotional intelligence. He teaches undergraduate,
MBA, and doctoral-level classes across a range of management and leadership subjects, including management competency development,
organizational behavior, business ethics, and organization development and change. Dr. Groves’ recent research has been published
in such journals as the Journal of Management, Human Resource Development Quarterly, Journal of Management Development, Leadership and Organization
Development Journal, Journal of Management Education, and the Academy of Management Learning & Education. He received a Ph.D. in Organizational Behaviour from Claremont Graduate University.
Charles Vance teaches in the area of human resource management at Loyola Marymount University. He recently completed Senior
Specialist and regular Fulbright appointments in Austria and China respectively. He is the author with Yongsun Paik of the
new text, Managing a Global Workforce, (M.E. Sharpe, 2006). His nonlinear penchant is expressed quarterly in cartoons and other attempts at humor in the ending
“Out of Whack” section of the Journal of Management Inquiry.
Dr. Yongsun Paik is a professor of international business and management in the College of Business Administration, Loyola
Marmount University. He holds a Ph. D. degree in International Business from University Washington. His primary research interests
focus on international human resource management, global strategic alliances, and Asia Pacific business studies. He has recently
published articles in such journals as Journal of World Business, Management International Review, Journal of International Managemtn, Business Horizons, International
Journal of Human Resource Management, Journal of Management Inquiry, Human Resource Management Journal, among others. 相似文献
3.
When managers use moral expressions in their communications, they do so for several, sometimes contradictory reasons. Based upon analyses of interviews with managers, this article examines seven distinctive uses of moral talk, sub-divided into three groupings: (1) managers use moral talk functionally to clarify issues, to propose and criticize moral justifications, and to cite relevant norms; (2) managers also use moral talk functionally to praise and to blame as well as to defend and criticize structures of authority; finally (3) managers use moral talk dysfunctionally to rationalize morally ambiguous behavior and to express frustrations. The article concludes with several practical recommendations.Frederick Bird teaches Comparative Ethics at Concordia University, where he is an associate professor. He has recently written a text on the comparative sociological study of moral systems as well as a number of articles on business ethics and contemporary religious movements.Frances Westley is an Assistant Professor of Policy at McGill University in Montreal. She publishes in the area of visionary leadership, organizational culture and change, and strategic communications.
James A. Waters was Dean, Graduate School of Management at Boston College. His research interests concerned the process of strategy formation in complex organizations, organizational change and development, and ethics in organizations. His work has been published in such journals as Organizational Dynamics, Academy of Management Review, Academy of Management Journal, Strategic Management Journal, California Management Review, Business Horizons, Journal of Applied Psychology, Business and Society, Canadian Journal of Administrative Science, Advanced Management Journal, Journal of Business Ethics, Organizational Behavior Teaching Review, and numerous anthologies. He died January 4, 1989. 相似文献
4.
This paper, Study II, is the second in a series of papers investigating the relative importance of social responsibility criteria in determining organizational effectiveness, using student samples. A revised version of the Organizational Effectiveness Menu was used as a questionnaire with a sample of 182 senior undergraduate and the MBA students from three universities. Each respondent was asked to rate the importance of the criteria from a manager's perspective. The results support the earlier findings that students responding as managers rate social responsibility criteria, individually and collectively, among the least important of the potential determinants of organizational effectiveness.Dr. Kenneth L. Kraft is Director of Graduate studies at The University of Tampa. He has published numerous articles on Business Ethics, Organization Design, and Strategic Planning in journals such as theAcademy of Management Review, American Business Review, andJournal of Business Ethics. His current research interest centers on the measurement of moral intensity.Dr. Anusorn Singhapakdi is Assistant of Marketing at Old Dominion University. His research has been primarily in marketing/business ethics. He has published in theJournal of the Academy of Marketing Science, Journal of Business Ethics, Journal of Macromarketing, Journal of Public Policy & Marketing, as well as various other journals and proceedings. 相似文献
5.
The tension between external forces for better ethics in organizations, represented by legislation such as the Sarbanes–Oxley
Act (SOX), and the call for internal forces represented by increased educational coverage, has never been as apparent. This
study examines business school faculty attitudes about recent corporate ethics lapses, including opinions about root causes,
potential solutions, and ethics coverage in their courses. In assessing root causes, faculty point to a failure of systems
such as legal/professional and management (external) and declining personal values (internal). We also found that faculty
recommend external forces as a remedy more often than increased ethics educational coverage; we contextualize this finding
with recent ethics education literature. We conclude by proposing that neither legislation nor ethics education alone are
complete when addressing widespread unethical corporate acts and offer a multi-faceted approach to ethics educational opportunities.
Jeri Mullins Beggs is an Assistant Professor of Marketing at Illinois State University. She earned her Ph.D. in marketing
at Saint Louis University. Her current research interests are ethics education, health care marketing, and social marketing.
Her work has been presented and published at various conferences and journals including most recently the Journal of Management Education, Marketing and Public Policy conference and the Consumer Satisfaction, Dissatisfaction, and Complaining Behavior conference.
She also recently served as co-editor of a special issue of Journal of Management Education on Teaching Business ethics.
Kathy Lund Dean is a member of the management department at Idaho State University. She earned her Ph.D. in organizational
behavior and philosophy from Saint Louis University. Her current research interests lie in operationalizing non-traditional
research methodologies, immersion pedagogies such as service-learning, and spiritual wholeness and authenticity in work place.
Her research has appeared in multiple journals including Journal of Management Education, Journal of Management, Spirituality, and Religion, Journal of Organizational Change Management,
International Journal of Public Administration, and Academy of Management Executive. She serves as the Associate Editor for the Journal of Management Education. 相似文献
6.
Of recent time, there has been a proliferation of concerns with ethical leadership within corporate business not least because of the numerous scandals at Enron, Worldcom, Parmalat, and two major Irish banks – Allied Irish Bank (AIB) and National Irish Bank (NIB). These have not only threatened the position of many senior corporate managers but also the financial survival of some of the companies over which they preside. Some authors have attributed these scandals to the pre-eminence of a focus on increasing shareholder value in Western business schools and/or to their failure to inculcate ethical standards. In this paper, we challenge these accounts and the aetiological view of knowledge from which they derive but are grateful for the consensus that they convey regarding the importance of business ethics. The paper focuses on different approaches to ethical leadership concluding with a view that some hybrid of MacIntyre’s virtue ethics and Levinas’s ethics of responsibility may serve as an inspiration for both educators and practitioners.
Dr. David Knights is a Professor of Organisational Analysis in the School of Economic and Management Studies at Keele University. He previously held chairs in Manchester, Nottingham and Exeter Universities. He is a founding and continuing editor of the journal Gender, Work and Organisation and his most recent books include: Management Lives, Sage, 1999 (with H. Willmott) and Organization and Innovation, McGraw-Hill, 2003 (with D. McCabe).
Majella O’Leary is a Lecturer in Management at the University of Exeter. Her research interests include corporate scandals, ethical leadership, disaster sensemaking, and organizational storytelling. Majella’s most recent publications have appeared in Human Relations and European Journal of Business Ethics. 相似文献
7.
Based on analysis of interviews with managers about the ethical questions they face in their work, a typology of morally questionable managerial acts is developed. The typology distinguishes acts committed against-the-firm (non-role and role-failure acts) from those committed on-behalf-of-the-firm (role-distortion and role-as-sertion acts) and draws attention to the different nature of the four types of acts. The argument is made that senior management attention is typically focused on the types of acts which are least problematical for most managers, and that the most troublesome types are relatively ignored.
James A. Waters was Dean, Graduate School of Management at Boston College. His research interests concerned the process of strategy formation in complex organizations, organizational change and development, and ethics in organizations. His work has been published in such journals as Organizational Dynamics, Academy of Management Review, Academy of Management Journal, Strategic Management Journal, California Management Review, Business Horizons, Journal of Applied Psychology, Business and Society, Canadian Journal of Administrative Science, Advanced Management Journal, Journal of Business Ethics, Organizational Behavior Teaching Review, and numerous anthologies. Dr Waters recently and tragically passed away.Frederick Bird teaches Comparative Ethics at Concordia University, where he is an associate professor. He has recently written a text on the comparative sociological study of moral systems as well as a number of articles on business ethics and contemporary religious movements. 相似文献
8.
9.
Amy Klemm Verbos Joseph A. Gerard Paul R. Forshey Charles S. Harding Janice S. Miller 《Journal of Business Ethics》2007,76(1):17-33
A vision of a living code of ethics is proposed to counter the emphasis on negative phenomena in the study of organizational
ethics. The living code results from the harmonious interaction of authentic leadership, five key organizational processes
(attraction–selection–attrition, socialization, reward systems, decision-making and organizational learning), and an ethical
organizational culture (characterized by heightened levels of ethical awareness and a positive climate regarding ethics).
The living code is the cognitive, affective, and behavioral manifestation of an ethical organizational identity. We draw on
business ethics literature, positive organizational scholarship, and management literature to outline the elements of positive
ethical organizations as those exemplary organizations consistently practicing the highest levels of organizational ethics.
In a positive ethical organization, the right thing to do is the only thing to do.
Amy Klemm Verbos is a Ph.D. candidate at the Sheldon B. Lubar School of Business, University of Wisconsin-Milwaukee, where
she received a Chancellor’s Fellowship, Graduate Fellowship, Dissertation Fellowship, and C. Edward Weber Research Award.
She co-authored ‚Positive Relationships in Action: Relational Mentoring and Mentoring Schemas in the Workplace’ in the forthcoming
edited book, Positive Relationships at Work. Her work on positive organizing also has been presented at the Academy of Management
Conference.
Joseph A. Gerard is a Ph.D. student at the Sheldon B. Lubar School of Business at the University of Wisconsin-Milwaukee. He
is a lecturer at the University of Wisconsin-Whitewater teaching organizational behavior, strategy, and accounting. He is
a founding member of Ascent Organization Development LLC, which provides management consulting services to for-profit organizations
in the areas of effectiveness and performance enhancement.
Paul R. Forshey is a Ph.D. student in Organizations and Strategic Management at the Sheldon B. Lubar School of Business, University
of Wisconsin-Milwaukee. His research interests include startup firms and firms in transition.
Charles S. Harding is a Ph.D. student in Organizations and Strategic Management at the Sheldon B. Lubar School of Business
at the University of Wisconsin-Milwaukee. Awarded a Chancellor’s Fellowship, his research interests include strategic decision-making
and the role of value creation in strategy.
Janice S. Miller is an Associate Professor at the Sheldon B. Lubar School of Business at the University of Wisconsin-Milwaukee
where she has received the Business Advisory Council Award for Teaching Excellence. Her published work has appeared in Academy of Management Journal, Journal of Organizational Behavior, and Journal of Business Ethics among others. She received her Ph.D. in Human Resources Management from Arizona State University. 相似文献
10.
A survey of middle level managers in India (n=150) showed that when respondents perceived that successful managers in their organization behaved unethically their levels of job satisfaction were reduced. Reduction in satisfaction with the facet of supervision was the most pronounced (than with pay or promotion or co-worker or work). Results are interpreted within the framework of cognitive dissonance theory. Implications for ethics training programs (behavioral and cognitive) as well as international management are discussed.
Chockalingam Viswesvaran is assistant professor at Florida International University. His research interests include business ethics and personnel management. He has published in Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, and Relations Industrielles.
Satish P. Deshpande is associate professor at Western Michigan University. His research interests include business ethics, managerial decision making. He has published in Academy of Management Journal, Organizational Behavior and Human Decision Processes, Relations Industrielles, and Human Relations. 相似文献
11.
Following the landmark corporate scandals of the early 21st century, there appeared to be a tremendous increase in the U.S.
business media’s emphasis on issues of ethics in corporate leadership. The purpose of this research was to examine whether
that apparent increase was reflected in an actual change in that media’s portrayals of successful leaders. We content analyzed
the text of a total of 180 articles in Business Week, Fortune, and Forbes magazine, 90 from the five years preceding the landmark
scandals and 90 from the five years following the scandals. We found no evidence that the landmark scandals had any impact
on the media’s incorporation of ethics in their portrayals of leaders. We attribute this substantially to the persistence
of a worldview in the U.S. business press that emphasizes leader traits and actions that have a direct impact on corporate
profits. Additionally, we found some interesting consistencies and differences in media portrayals across the two time periods,
likely related to the rise and fall of dot-com businesses. We discuss the implications of these findings for researchers and
corporate leaders.
David R. Hannah is an Assistant Professor of Management and Organization Studies at Simon Fraser University. He received his
Ph.D. from the University of Texas at Austin. In addition to media portrayals of leaders, his research interests include trade
secret protection in organizations, qualitative research methods, and employee socialization. His work has been published
in numerous journals and books, including Organization Science, Journal of Management Studies, Sloan Management Review, and Creativity and Innovation Management
Christopher D. Zatzick is an Assistant Professor of Management and Organization Studies at Simon Fraser University. He received
his Ph.D. from the University of California at Irvine. His research interests include high-performance work systems, downsizing,
diversity, and leadership. His work has appeared␣in leading management journals including Academy of Management Journal, Organization Science, and Industrial Relations. 相似文献
12.
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
13.
Intelligence Vs. Wisdom: The Love of Money, Machiavellianism, and Unethical Behavior across
College Major and Gender 总被引:3,自引:1,他引:2
This research investigates the efficacy of business ethics intervention, tests a theoretical model that the love of money
is directly or indirectly related to propensity to engage in unethical behavior (PUB), and treats college major (business
vs. psychology) and gender (male vs. female) as moderators in multi-group analyses. Results suggested that business students
who received business ethics intervention significantly changed their conceptions of unethical behavior and reduced their
propensity to engage in theft; while psychology students without intervention had no such changes. Therefore, ethics training
had some impacts on business students’ learning and education (intelligence). For our theoretical model, results of the whole
sample (N = 298) revealed that Machiavellianism (measured at Time 1) was a mediator of the relationship between the love of money (measured
at Time 1) and unethical behavior (measured at Time 2) (the Love of Money → Machiavellianism → Unethical Behavior). Further,
this mediating effect existed for business students (n = 198) but not for psychology students (n = 100), for male students (n = 165) but not for female students (n = 133), and for male business students (n = 128) but not for female business students (n = 70). Moreover, when examined alone, the direct effect (the Love of Money → Unethical Behavior) existed for business students
but not for psychology students. We concluded that a short business ethics intervention may have no impact on the issue of
virtue (wisdom).
Thomas Li-Ping Tang (Ph.D., Case Western Reserve University) is a Full Professor of Management in the Department of Management
and Marketing, Jennings A. Jones College of Business at Middle Tennessee State University (MTSU). He has taught Industrial
and Organizational Psychology at National Taiwan University and at MTSU. Professor Tang teaches, has taught, MBA/EMBA courses
in China (Hong Kong and Shanghai), France (Nantes), and Spain (Valencia). He serves, has served, on 6 editorial review boards
and reviews papers for 28 journals. His research interests focus upon compensation, the Love of Money, business ethics, pay
satisfaction, and cross-cultural issues. He has published more than 100 journal articles in top behavior sciences and management
journals (e.g., Journal of Applied Psychology, Personnel Psychology, Human Relations, Journal of Management, Management Research,
Management and Organization Review, Journal of Organizational Behavior, and Journal of Business Ethics.) and presented more
than 190 papers in professional conferences and invited seminars. He was the winner of two Outstanding Research Awards (1991,1999)
and Distinguished International Service Award (1999) at Middle Tennessee State University. He also received the Best Reviewer
Awards from the International Management Division of the Academy of Management in Seattle, WA (2003) and in Philadelphia,
PA (2007).
Yuh-Jia Chen (Ph.D., Columbia University) is an Associate Professor of Business Statistics in the Rinker of School of Business
at Palm Beach Atlantic University, West Palm Beach, FL 33416. He has taught statistics at Middle Tennessee State University
and Teachers College, Columbia University. His research interests lie in money attitude, choice and decision-making, risk-taking
behavior, and compensation. His publications have appeared in behavior sciences and management journals (e.g., Journal of
Behavioral Decision Making, Journal of Business and Psychology, and Journal of Business Ethics). 相似文献
14.
This study examines the impact of impression management and overclaiming on self-reported ethical conduct of 174 managers (67 male, 107 female) who worked for a large not-for-profit organization. As anticipated, impression management and overclaiming positively influenced perceived unethical conduct of managers. Female managers were more prone to impression management than male managers. There was no significant difference in perceived unethical conduct or level of overclaiming of male and female managers.Peter P. Schoderbek is Professor of Management and Organizations at the University of Iowa. He is the author of six books and many articles on various aspects of management. He has lectured through out the United States, Canada, Japan, and Europe, and has conducted seminars for federal agencies, private corporations, universities, and governments. Much of his work has been in project management and goal setting. His recent interests include strategic policy, business ethics, and compensation.
Satish Deshpande is an Associate Professor of Management at Haworth College of Business, Western Michigan University. He teaches human resource management courses. His current research interests include business ethics, managerial decision-making, and applied psychology in human resource issues. His publications include articles in the Academy of Management Journal, Compensation and Benefits Review, Human Relations, Journal of Small Business Management, and Organizational Behavior and Human Decision Processes. 相似文献
15.
The Role of Ethics Institutionalization in Influencing Organizational Commitment,Job Satisfaction,and Esprit de Corps 总被引:2,自引:1,他引:1
Given increasing ethical problems in business, many organizations have tried to control these problems by institutionalizing
ethics such as by creating new ethics positions and formulating and enforcing codes of ethics. In this study, the impact of
implicit and explicit forms of institutionalization of ethics on job satisfaction, esprit de corps, and organizational commitment
for marketing professionals is investigated. Additionally, the influence of organizational socialization, ethical relativism,
and age relative to each of the above organizational climate constructs is examined. Results indicate that at least one of
the forms of institutionalization of ethics is a significant determinant of all three organizational climate constructs. However,
while organizational socialization is a significant determinant of all three organizational climate variables, relativism
is only significant in determining organizational commitment (in a negative direction) and age is only significant in determining
job satisfaction.
Scott John Vitell is Phil B. Hardin Professor of Marketing and Chair of the Marketing Department at the University of Mississippi.
He received his Ph.D. in Marketing from Texas Tech University. He has published more than 100 journal articles. His recent
publications have appeared in the Journal of Retailing, the Journal of Business Ethics, the Journal of Marketing Theory and Practice, the Journal of International Marketing, International Business Review and the Journal of Macromarketing, among others. He serves on the Editorial Board of the Journal of Business Research.
Anusorn Singhapakdi is Professor of Marketing and Marketing Area Coordinator at Old Dominion University. He has published
more than 50 journal articles. He has also received recognition for his publications from a number of academic journals including
the Journal of Business Research, International Marketing Review, Marketing Education Review, and the Journal of the Academy of Marketing Science. He serves on the Editorial Boards of␣the Journal of Macromarketing and the Journal of Marketing Education. He is a section editor for Applied Research in Quality of Life and has served as a guest editor for the Journal of Business Ethics. 相似文献
17.
This study explored several proposed relationships among professional ethical standards, corporate social responsibility,
and the perceived role of ethics and social responsibility. Data were collected from 313 business managers registered with
a large professional research association with a mailed self-report questionnaire. Mediated regression analysis indicated
that perceptions of corporate social responsibility partially mediated the positive relationship between perceived professional
ethical standards and the believed importance of ethics and social responsibility. Perceptions of corporate social responsibility
also fully mediated the negative relationship between perceived professional ethical standards and the subordination of ethics
and social responsibility. The results suggested that professions should develop ethical standards to encourage social responsibility,
since these actions are associated with enhanced employee ethical attitudes.
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 research interests include ethical decision making, organizational culture, and job attitudes.
His research has appeared in journals such as Human Relations, Behavioral Research in Accounting, Journal of Personal Selling
& Sales Management, and Journal of Business Research.
Gary Fleischman (Ph.D., Texas Tech University) is an Associate Professor of Accounting and 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. 相似文献
18.
The factor structure of the Multidimensional Ethics Scale (MES; Reidenbach and Robin: 1988, Journal of Business Ethics
7, 871–879; 1990, Journal of Business Ethics
9, 639–653) was examined for the 8-item short form (N = 328) and the original 30-item pool (N = 260). The objectives of the study were: to verify the dimensionality of the MES; to increase the amount of true cross-scenario
variance through the use of 18 scenarios varying in moral intensity (Jones: 1991, Academy of Management Review
16, 366–395); and, to examine the items for measurement precision using item-response theory (IRT) methods. Results of confirmatory
and exploratory factor analysis failed to conclusively support the hypothesized 3- (short form) or 5-factor (long form) structure;
both instruments were instead dominated by a general factor. Item response theory analyses using Samejima’s (1969, Psychometrika Monograph Supplement
34, (4, Pt. 2)) graded response model revealed that many items in the 30-item pool performed very well, and suggested that a
different collection of items be used to form a short-form version of the MES. Our proposed 10-item instrument includes more
discriminating items than the 8-item version, and has the added advantage of including two items from each of the five ethical
philosophies represented in the original 30-item pool.
Joan M. McMahon is an Assistant Professor of Management in the School of Business at Christopher Newport University, teaching
courses in Organizational Behavior, Leadership, and Human Resources. She has a B.A. in Speech from the State University of
New York, College at Oneonta; an M.Ed. In Early Childhood Education from James Madison University; and an M.S. and Ph.D. in
Industrial/Organizational Psychology from Virginia Polytechnic Institute and State University.
Robert J. Harvey is an Associate Professor of Psychology at Virginia Polytechnic Institute and State University. He has a
B.A. in Psychology and an M.A. in Experimental Psychology from the University of Missouri at Kansas City, and a Ph.D. in Industrial/Organizational
Psychology from Ohio State University. Dr. Harvey has authored a number of articles in the Journal of Applied Psychology,
the Journal of Personality Assessment, Personnel Psychology, and others. He is the author of the chapter on job analysis in the Handbook of Industrial and Organizational Psychology. 相似文献
19.
The systematic measurement of consumers’ sentiments toward business ethical practices is expanded to two emerging economies
in Asia (China and India). The Chinese were very optimistic about the future ethical behavior of businesses, while the Indians
recorded the lowest BEI scores yet. Chinese consumers were very concerned with product issues, while Indians were concerned
equally about low quality products and excessive prices.
John Tsalikis is an Associate Professor of Marketing at Florida International University. His articles have appeared in the
Journal of the Academy of Marketing Science, Journal of Business Ethics, and Psychology in Marketing.
Bruce Seaton is an Associate Professor of Marketing at Florida International University. His research interests include the
role of national stereotyping in consumer choice and the application of experimental methods to investigate models of business
ethics. His articles have appeared in the Journal of Advertising, Journal of Business Research, and Journal of Global Marketing.
Tiger Li is an Associate Professor of Marketing at Florida International University. His research interests are in the areas
of international market entry strategies, product innovation, and organizational learning behavior. His articles have appeared
in Journal of International Marketing, Journal of Marketing, Journal of Marketing Education, and International Business Review. 相似文献
20.
This article presents an alternative rationale for corporate philanthropy based on managerial values of benevolence and integrity.
On the one hand, top managers with benevolence and integrity values are more likely to spread their intrinsic concern for
others into the wider society in the form of corporate philanthropy. On the other hand, top managers high in benevolence and
integrity are likely to contribute to improved managerial credibility and trusting firm-stakeholder relationships, thereby
improving corporate financial performance. Therefore, the article makes the argument that both corporate philanthropy and
corporate financial performance can better be interpreted as resulting from managers’ benevolence and integrity values.
Jaepil Choi is an Assistant Professor at the Hong Kong University of Science and Technology. His research is focused on organizational
justice perceptions, leadership, work-family interface issues, and corporate social performance. He has published in Academy
of Management Journal, Journal of International Business Studies, Journal of Organizational Behavior, Leadership Quarterly,
Administration & Society, and Management and Organization Review.
Heli Wang is currently an Assistant Professor in strategic management at the Hong Kong University of Science and Technology.
Her areas of interests are in the resource-based view of the firm, stakeholder incentives, risk management and social performance.
She has previously published in Academy of Management Review, Journal of Economic Behavior and Organization, Journal of Applied
Psychology, and Long Range Planning. 相似文献