Ethical Ideologies and Older Consumer Perceptions of Unethical Sales Tactics

Demographic differences among consumer groups have become increasingly important to the development of marketing strategies. Marketers depend heavily on the sales force to implement strategies at the consumer level and, not surprisingly, different groups may view the salesperson’s role differently. Unfortunately, unethical sales practices targeted at various consumer groups, and especially at seniors, have been utilized as well. The purpose of this study is to provide initial empirical evidence of the ethical ideological make-up of four age segments outlined by Strauss and Howe (1991, Generations: The History of America’s Future 1584–2069, Morrow, New York) and to examine the propensity for these groups (seniors, in particular) to respond differentially to potentially unethical sales tactics. Data were collected from 179 respondents representing the four generational age groups. MANOVA revealed that the seniors in this study were distinct with respect to ethical ideology and less accepting of unethical sales tactics. Managerial implications are discussed for sales organizations to maximize their effectiveness across consumer groups. Rosemary P. Ramsey (Ph.D., University of Cineinnati) is Professor of Marketing in the Raj Soin College of Business at Wright State University, Dayton, OH, USA. Rosemary spent several years as a marketing and sales practitioner in the private sector, primarily for NCR Corporation. She is interested in relationship development as it pertains to buyer-seller interactions, salespersons with their sales managers, and team dynamics. She has been on the faculty at University of Kentucky and University of South Florida. She was in administration at Eastern Kentucky University, Cleveland State University, and Wright State University. She is published in the Journal of the Academy of Marketing Science, Journal of Retailing, Journal of Business Research, Journal of Personal Selling & Sales Management, among others. She was recently honored by Who’s Who among America’s Teachers and Who’s Who in Executives and Professionals. Greg W. Marshall (Ph.D., Oklahoma State University) is Professor of Marketing and Strategy in the Roy E. Crummer Graduate School of Business at Rollins College, Winter Park, FL, USA, Greg’s research centers on the areas of sales force selection, performance, and evaluation; adoption and successful use of technology by salespeople; sales force diversity; decision making by marketing managers; and intraorganizational relationships. He is Editor of the Journal of Marketing Theory and Practice. His industry experience includes thirteen years in selling and sales management, product management, and retailing with companies such as Warner Lambert, Mennen, and Target Corporation. He is a frequent consultant and trainer in the area of strategic marketing. Greg serves on the editorial review boards of the Journal of the Academy of Marketing Science, Journal of Business Research, and Industrial Marketing Management.He is co-author of the books, Sales Force Management 9e and Relationship Selling and Sales Management 2e, both published by McCraw-Hill, and Marketing: Real People, Real Choices 5e, published by Prentice Hall. Mark W Johnston (Ph.D., Texas A&M University) is the Alan and Sandra Gerry Professor of Marketing and Ethics at the Roy E. Crummer Graduate School of Business at Rollins College, Winter Park, FL, USA. Mark has conducted a number of seminars around the world on a variety of topics including ethical issues in marketing, sales force motivation, managing turnover in the organization, sales training issues, and improving overall sales performance. He has served as a marketing consultant to a number of organizations around the country. A partial list of his research includes publications in theJournal of Marketing Research, Jotunal of Applied Psychology, Journal of Business Research, and Journal of Personal Selling & Sales Management. He is co-author of the books Sales Force Marnagement 9e and Relationship Selling and Sales Management 2e, both published by McGraw-Hill. Dawn R, Deeter-Schmelz (Ph.D., University of South Florida) is Chair and O’Bleness Professor of Marketing at Ohio University, Athens, OH, USA. Her research interests include customer service teams, sales management and buyer-seller relationship issues, business-to-business e-commerce, and scale development. She has published in Journal of the Academy of Marketing Science, Journal of Marketing Theory and Practice, Industrial Marketing Management, Journal of Personal Selling & Sales Management, Journal of Marketing Education, and Journal of Business Logistics, among others. In a marketplace where the consumer is King ... understanding the fundamental needs, values, icons and historical experiences of the various generations is more critical than ever. Generational mindsets and feelings are major factors in determining ...an effective marketing strategy. —Fishman (2004), p. 4     

Ethical Rationality: A Strategic Approach to Organizational Crisis

In this paper, we present an ethical and strategic approach to managing organizational crises. The proposed crisis management model (1) offers a new approach to guide an organization’s strategic and ethical response to crisis, and (2) provides a two-by-two framework for classifying organizational crises. The ethically rational approach to crisis draws upon strategic rationality, crisis, and ethics literature to understand and address organizational crises. Recent examples of corporate crises are employed to illustrate the theoretical claims advanced. Finally, the paper provides guidelines for a morally optimal outcome for the organization and its stakeholders. Peter Snyder is a Ph.D. student in Organizations and Strategic Management at the University of Wisconsin-Milwaukee. His research interests include strategy making and corporate governance. Molly Hall is an attorney who practices international and environmental law in Milwaukee, Wisconsin. She teaches adjunct courses in business ethics, environmental policy, and the European Union. Joline Robertson is a Ph.D. candidate in Organizations and Strategic Management at the University of Wisconsin-Milwaukee. Her research interests include international business. Tomasz Jasinski is a Ph.D. student in Organizations and Strategic Management at the University of Wisconsin-Milwaukee. His research interests include strategic alliances. Janice S. Miller received her Ph.D. from Arizona State Univerity in Business Administration with a concentration in Human Resource management. She has been on the faculty at the University of Wisconsin-Milwaukee UWM since 1996 and has served as the Associate Dean for Academic Programs in the School of Business Administration since 2002. Dr. Miller’s primary research interests include performance management, compensation and ethical issues in organizations.     

The Positive Ethical Organization: Enacting a Living Code of Ethics and Ethical Organizational Identity

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.     

The Routes of Moral Development and the Impact of Exposure to the Milgram Obedience Study

This article examines how business students route themselves through the process of cognitive moral development (CMD) to arrive at a more autonomous level of CMD when there is an impetus to do so. In this study, two groups were given Rest’s Defining Issues Test; half the test 1 week and half three weeks later. In between, one group viewed a film of Milgram’s obedience study as a stimulus towards a more autonomous level of CMD. The results of the analysis indicate that viewing the Milgram study produced a positive response regarding subjects’ level of autonomous CMD. However, the response was not uniform across the subject pool. Females showed a greater consistent significant positive response to viewing Milgram while male subjects varied their response contingent upon their functional area of study. While subjects’ functional area of study alone made little difference in the results, when taken in conjunction with gender, significant differences were found between groups. Thus, researchers should take care when investigating differences between subjects’ area of study since gender differences may be present even within an apparently homogenous population-like business students. Marnie Young is currently completing her Masters in Counselling Psychology at the Adler School of Professional Psychology in Vancouver, BC, Canada. This article was developed from Her Honours BA thesis from Laurentian University where she graduated Cum Laude in 2000. She has presented research papers at the Administrative Sciences Association of Canada and the Academy of Management. Her paper presented to the Administrative Sciences Association of Canada in 2000 won Honourable Mention in the Business Education Division. Jerry Paul Sheppard is an Associate Professor Strategic Management at Simon Fraser University, Burnaby, BC, Canada. His research focuses primarily on organizational decline, turnaround, survival and failure. His PhD dissertation from the University of Washington in 1989 won the Strategic Management Society Best Dissertation Award. He has published Journal articles in the Journal of Management, Long Range Planning and Social Science Research. His most recent work includes Strategic Management: Competitiveness & Globalization, 2nd Canadian Edition, with Hitt, Ireland, Hoskisson, and Rowe.     

The Role of Business Ethics in Merger and Acquisition Success: An Empirical Study

The purpose of this paper is to explore job performance, mergers and acquisitions (M&A) from an ethical perceptive. A great number of studies have extensively discussed the link between M&A and performance; however, most focused on the financial functions and strategy selections. Although ethical issues emerge in the M&A process, it is a less studied area. This study adopted the structural equation modeling approach to empirically test our hypotheses. Based on 264 samples from financial companies, data analyses indicated that ethical conduct in M&A is significantly correlated with employee job performance. Ensuring employment security and caring practices can significantly explain organizational commitment. Organizational commitment also plays a significant mediating role between a company’s ethical conduct and employee job performance. Managerial implications are also provided.Carol Yeh-Yun Lin is a Professor of the Department of Business Administration at National Chengchi University in Taiwan. She received her Ph.D. in Human Resource Development from the University of Texas at Austin in 1992. She has published previously in the Journal of Small Business Management, Journal of Psychology, Journal of Engineering and Technology Management, Industrial Relations Journal, International Journal of Human Resource Management, and a number of other scholarly journals. Yu-Chen Wei is a doctoral candidate of the Department of Business Administration at National Chengchi University. Her research interests include intellectual capital, high-performance work system and business ethics.     

The Promise of a Managerial Values Approach to Corporate Philanthropy

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.     

Ethical and Moral Dilemmas Associated with Strategic Relationships between Business-to-Business Buyers and Sellers

While ethical and moral issues have been widely considered in the general areas of marketing and sales, similar attention has not been given to the impact of strategic account management (SAM) approaches to handling the relationships between suppliers and very␣large customers. SAM approaches have been widely␣adopted by suppliers as a mechanism for managing␣relationships and partnerships with dominant customers␣– characterized by high levels of buyer–seller inter-dependence and forms of collaborative partnership. Observation suggests that the perceived moral intensity of␣these relationships is commonly low, notwithstanding the underlying principles of benefiting the few (large, strategic customers) at the expense of the many (smaller customers and other stakeholders), and the magnitude of the consequences of concessions made to large customers, even though some such consequences may be unintended. Dilemmas exist also for executives implementing strategic account relationships regarding such issues as information sharing, trust, and hidden incentives for unethical behaviour. We propose the need for greater transparency and senior management questioning of the ethical and moral issues implicit in strategic account management. Nigel F. Piercy (Nigel.Piercy@wbs.ac.uk) is Professor in Marketing and Strategic Management, Warwick Business School, The University of Warwick, UK. He holds a PhD from the University of Wales and a higher doctorate (DLitt) from Heriot-Watt University, Edinburgh. His current research interests focus on strategic sales and account management. His work has been published in many journals including Organizational Dynamics, the Journal of World Business, the British Journal of Management, the Journal of Marketing, and the Journal of the Academy of Marketing Science. Nikala Lane (Nikala.Lane@wbs.ac.uk) is Senior Lecturer in Marketing and Strategic Management, Warwick Business School, The University of Warwick, UK. She holds a PhD from the University of Wales and was previously Senior Research Associate at Cardiff University. Her research interests are focused on gender and ethics issues in sales and marketing management. Her work has been published widely in the international literature, and includes articles in the Journal of Management Studies, the British Journal of Management, the Journal of Business Ethics, and the Journal of Personal Selling & Sales Management.     

Principal Theory and Principle Theory: Ethical Governance from the Follower’s Perspective

Organizational governance has historically focused around the perspective of principals and managers and has traditionally pursued the goal of maximizing owner wealth. This paper suggests that organizational governance can profitably be viewed from the ethical perspective of organizational followers – employees of the organization to whom important ethical duties are also owed. We present two perspectives of organizational governance: Principal Theory that suggests that organizational owners and managers can often be ethically opportunistic and take advantage of employees who serve them and Principle Theory that focuses on guiding principles that are sometimes taken too far in organizations. In introducing these two new organizational governance perspectives, we offer insights into the value of rethinking ethical duties owed to organizational followers. Cam Caldwell received his Ph.D. from Washington State University where he was a Thomas S. Foley Graduate Fellow. Dr. Caldwell is Editor of the Academy of Management Ethics website and a member of the Academy’s Ethics Committee. His research is primarily in the areas of ethical leadership, organizational governance, and developing organizational trust. Prior to obtaining his Ph.D., Caldwell worked for 25 years as a city manager, human resource director, and management consultant. Ranjan Karri is Assistant Professor of Management at Bryant College. He received his Ph.D. in strategic management from Washington State University. His research interests include corporate and business strategies, ethical leadership and corporate governance. Pamela Vollmar is an undergraduate student at the University of Houston – Victoria majoring in Business Management. She has worked for 25 years as an electrical specialist for a major engineering firm.     

The Gordian Knot of Ethics: Understanding Leadership Effectiveness and Ethical Behavior

Recent ethical misconduct in American business has resulted in volumes of written commentary, various legislative responses, as well as litigation by those identified as victims. While legislators, judges, juries, and the Securities and Exchange Commission (SEC) pursue an increasing number of cases, there is little attention devoted to understanding what drives executives and other leaders to behave in ways that violate the ethical and legal standards of business in the United States. This understanding is a prerequisite to selecting leaders and designing interventions that prevent future misconduct. Understanding leadership’s nature and functioning is one key to understanding the ethical behavior of an organization as a system and of the people who lead the organization. Two models or frameworks provide the foundation for this paper. The first is a model of leadership competencies. This model identifies five key areas of competence related to overall, long-term leadership success. The second model targets leadership effectiveness. This model has three components – motivational patterns, decision criteria, and competencies. Using the Leadership Effectiveness Model to frame the discussion, the authors describe the nature and importance of the models, with particular focus on motivational patterns. Research suggests these patterns often account for 40–60% of overall leadership effectiveness. This article defines motivational patterns and describes key patterns that may impact ethical behavior of leaders. The article concludes with a discussion of how to use data on motivational patterns in leadership selection, development, and evaluation processes. Carl L. Harshman, Ph.D. is president of Harshman & Associates, Inc., an organizational and leadership development firm and founder of the Institute for Work Attitude and Motivation, an organization performance and research institute. He researches and writes in the areas of individual and organization performance, team development, and leadership and ethics. He can be contacted at carl@harshman.com. Ellen Harshman, Ph.D., J.D. is dean of the John Cook School of Business at Saint Louis University and associate professor in management. Her research interests include leadership, individual and organizational ethics, and issues in employment law. She can be reached at harshman@slu.edu.     

Toward an action philosophy for managers based on Arendt and Tillich

On the basis of the Weber, Jaspers, and Arendt style ‘ideal types’ of the manager as Eichmann, Richard III, and Faust it is explained how under strong organizational pressures to obey orders and further organizational ends, different types of managers cooperate with organization behavior that harms people. On the basis of Arendt's and Tillich's action philosophies, the manager as Institution Citizen with the courage to be both as oneself and as a part is presented as alternative, contrast, and resistance model to the other ‘ideal types’, particularly to the Eichmann ‘ideal type’. He is a frequent contributor to such journals as theAcademy of Management Review, Californian Management Review, Columbia Journal of World Business, Journal of Marketing, Long Range Planning Sloan Management Review, Public Administration Review, and Strategic Management Journal.     

Restorying a Culture of Ethical and Spiritual Values: A Role for Leader Storytelling

In this paper, we outline some of the connections between the literatures of organizational storytelling, spirituality in the workplace, organizational culture, and authentic leadership. We suggest that leader storytelling that integrates a moral and spiritual component can transform an organizational culture so members of the organization begin to feel connected to a larger community and a higher purpose. We specifically discuss how leader role modeling in authentic storytelling is essential in developing an ethically and spiritually based organizational culture. However, we also acknowledge a potential dark side to leader storytelling. Implications for authentic storytelling research and practice are discussed. An early draft of this paper was presented at the 2004 Academy of Management Conference in New Orleans. Cathy Driscoll received her Ph.D. in organizational behavior and marketing from Queen's University in 1994. Currently, she is an associate professor in the Department of Management in the Sobey School of Business at Saint Mary's University. Prior to coming to SMU, she worked as a project manager and policy advisor with the National Round Table on the Environment and the Economy in Ottawa. She has published articles in The Journal of Business Ethics and Business and Society. Margaret McKee is in her fourth year of doctoral studies at the Sobey School of Business. She was recently awarded a two year Doctoral Fellowship from the Social Sciences and Humanities Research Council of Canada (SSHRC) to conduct her dissertation research. She has taught a variety of management and communications courses at Mount Saint Vincent, Sobey School of Business, and Dalhousie University. Her research interests are leadership and values based organizational cultures.     

Values and the Perceived Importance of Ethics and Social Responsibility: The U.S. versus China

This study examines the effects of nationality (U.S. vs. China) and personal values on managers’ responses to the Perceived Role of Ethics and Social Responsibility (PRESOR) scale. Evidence that China’s transition to a socialist market economy has led to widespread business corruption, led us to hypothesize that People’s Republic of China (PRC) managers would believe less strongly in the importance of ethical and socially responsible business conduct. We also hypothesized that after controlling for national differences, managers’ personal values (more specifically, self-transcendence values) would have a significant impact on PRESOR responses. The hypotheses were tested using a sample of practicing managers enrolled in part-time MBA programs in the two countries. The results indicate that nationality did not have a consistent impact on PRESOR responses. After controlling for national differences, self-transcendence values had a significant positive impact on two of the three PRESOR dimensions. Conservation values such as conformity and tradition also had a significant association with certain dimensions of the PRESOR scale. William E. Shafer is an associate professor in the Department of Accountancy at Lingnan University in Hong Kong. His primary research interests are professionalism and ethics in accounting and corporate social and environmental accountability. His publications have appeared in a variety of academic and professional journals, including Auditing: A Journal of Practice & Theory; Accounting Horizons; Accounting, Auditing & Accountability Journal; Business Ethics Quarterly; Journal of Business Ethics; Journal of Accountancy; and The CPA Journal. Kyoko Fukukawa is a lecturer in marketing at Bradford University School of Management and holds a Ph.D. from the University of Nottingham, UK. Her research interests include ethical decision-making in consumption and business practices; corporate social responsibility (CSR) of MNCs concerning their policies and strategic communication; and CSR and corporate branding. Her publications appear in the Journal of Business Ethics, Journal of Corporate Citizenship and others. Grace M. Lee is an assistant professor is the Department of Accountancy at Lingnan University in Hong Kong. Her primary research interests are corporate financial disclosure and corporate social responsibility disclosure in the Greater China Region. She has published in the Journal of International Financial Management and Accounting and the Journal of Information Systems.     

Corporate governance predictors of adoption of anti-takeover amendments: An empirical analysis

This study of 481 corporations provides an assessment of the relationship between several corporate governance variables (board composition, type of board leadership, officer and director stock holdings, institutional stock holdings, number of majority owners, existence of severance agreements) and adoption of anti-takeover amendments. The results of analysis suggest that the two groups (adopters/non-adopters) differ significantly in regards to these variables.Paula L. Rechner is an Assistant Professor at the University of Houston. She received her Ph.D., her research interests include corporate governance and executive succession/compensation. Her articles have appeared inAcademy of Management Journal, Strategic Management Journal, Academy of Management Executive, andOrganizational Behavior and Human Decision Processes, among others.Chamu Sundaramurthy, an Assistant Professor of Management at the University of Kentucky, is interested in corporate governance. Her dissertation examines board governance within the context of antitakeover corporate charter amendments adopted between 1984–1988. Her other research interests include executive succession and corporate social responsibility.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, he received his Ph.D. from the University of California. Widely published in business and psychology, his articles have appeared in theAcademy of Management Journal, Academy of Management Review, Administrative Science Quarterly, Journal of Applied Psychology, Journal of Business Ethics, Strategic Management Journal, Journal of Business Strategy, Behavioral Science, andHuman Relations, as well as many others.     

A Framework for Ethical Conformity in Marketing

The extant marketing literature provides little guidance for theory development or practice with regard to questions of ethical conformity and the resulting market response. To begin to bridge this research gap, we advance a theoretical framework of ethical conformity in marketing, appealing to marketing ethics, management strategy, and sociological foundations. We set the stage for our theoretical arguments by considering the role of normative expectations related to marketing practices and behaviors held by societal constituents. Against this backdrop, we propose drivers of conformity in marketing, including practices consistent with both overconformity and underconformity. The framework allows us to advance testable research propositions by which questions of ethical conformity may be explored. We conclude by suggesting additional future research needed to develop the domain, specifically in the form of empirical inquiries uncovering firm strategic decisions with ethical implications. Kelly D. Martin is Assistant Professor of Marketing at Colorado State University in Fort Collins, Colorado. Her research interests involve marketing strategy with ethical implications, interfirm relationships, the role of marketing in society, and the effects of institutions, social norms, and culture on organizations. Her work has appeared in the Academy of Management Journal, the Journal of Business Ethics, and Business & Society. Jean L. Johnson is the Gardner O. Hart Professor of Marketing at Washington State University in Pullman, Washington. Her research focuses on marketing strategy, interfirm relationships, and capabilities and learning in firms. Her work appears in the Journal of Marketing, the Academy of Management Journal, and Journal of International Business Studies, among others.     

Corporate Social Responsibility (CSR): Theory and Practice in a Developing Country Context

After providing an overview of Corporate Social Responsibility (CSR) research in different contexts, and noting the varied methodologies adopted, two robust CSR conceptualizations – one by Carroll (1979, ‘A Three-Dimensional Conceptual Model of Corporate Performance’, The Academy of Management Review 4(4), 497–505) and the other by Wood (1991, ‘Corporate Social Performance Revisited’, The Academy of Management Review 16(4), 691–717) – have been adopted for this research and their integration explored. Using this newly synthesized framework, the research critically examines the CSR approach and philosophy of eight companies that are considered active in CSR in the Lebanese context. The findings suggest the lack of a systematic, focused, and institutionalized approach to CSR and that the understanding and practice of CSR in Lebanon are still grounded in the context of philanthropic action. The findings are qualified within the framework of existing contextual realities and relevant implications drawn accordingly. Dr. Jamali is Assistant Professor of Management at the Olayan School of Business, American University of Beirut. She holds a BA in Public Administartion from the American University of Beirut, and a Ph.D. in Social Policy and Administration, from the University of Kent at Canterbury, UK. Her research interests encompass corporate social responsibility, public private partnerships, learning organizations and women issues. She worked as an expert consultant on projects funded by the World Bank, the US Agency for International Development, NGOs, and other regional and local public and private firms. She is the author of numerous studies and international peer reviewed publications in various international journals, including the Journal of Management Development, the International Journal of Public Sector Management, the International Journal of Quality and Reliability Management, Business Process Management Journal, Public Works, Management and Policy and Women in Management Review. Ramez Mirshak Graduated with honors from the American University in Cairo (AUC) with a Bachelor of Arts in Business Administration in February 2001, then worked for two years in Egypt in the field of marketing and management. In 2004–2005, pursued his Masters of Business Administration at the American University of Beirut (AUB), researching primarily issues relating to change management and corporate social responsibility under the supervision of Dr. Dima Jamali, then joined a leading international financial institution as a regional Management Associate, while maintaining links with AUB and working on several research based projects.     

Are We Sending Mixed Messages? How Philosophical Naturalism Erodes Ethical Instruction

To develop critical thinking skills, higher order ethical reasoning, a better grasp of the implications of ethical decisions, and a basis for ethical knowledge, it is necessary to explore the philosophical premises foundational to one’s ethical persuasion. No philosophical premises are more important than those pertaining to the nature of human personhood and business’ responsibility to respect the inherent value of human beings. Philosophical naturalism assigns the essence of human personhood strictly to causal interactions of physical matter. Substance dualism, on the other hand, posits both a physical aspect and an immaterial substance to personhood, interacting within the totality of each being. This paper argues for the logical superiority of substance dualism in achieving the overriding objective of discerning ethical knowledge. Substance dualism offers a better explanation – and one that more closely follows the way most people commonly experience themselves and others–than naturalism for free agency and accountability, meaningful moral standards, confidence in knowing what ethical decisions to make, and the moral drive residing in conscience. Marjorie J. Cooper (aka Caballero), Ph. D. is a Professor of Marketing in the Hankamer School of Business at Baylor University in Texas. She received her B.A. from Wheaton College in 1970, her M.B.A. from Oklahoma City University in 1977, and her Ph. D. in Business Administration from Texas A&M University in 1981. Her articles have appeared in the Journal of Marketing, Journal of Advertising, Journal of the Academy of Marketing Science, Journal of Advertising Research, Journal of Business Research, Psychology & Marketing, Journal of Professional Selling & Sales Management, Journal of Business & Industrial Marketing, Business Horizons, Journal of Promotion Management, Journal of Small Business Management, Human Systems Management, and elsewhere.     

Institutionalization of organizational ethics through transformational leadership

Concerns regarding corporate ethics have grown steadily throughout the past decade. In order to remain competitive, many organizational leaders are faced with the challenge of creating an ethical environment within their organization. A model is presented showing the process and elements necessary for the institutionalization of organizational ethics. The transformational leadership style lends itself well to the creation of an ethical environment and is suggested as a means to facilitate the institutionalization of corporate ethics. Finally, the benefits of using transformational leadership are demonstrated through the components of a psychological contract, organizational commitment, and ethical culture to institutionalize organizational ethics.Dawn S. Carlson is a doctoral candidate in Organizational Behavior at the Florida State University. She teaches and conducts research in the areas of Organization Behavior, Ethics, and Human Resource Management. Dawn continues to be active in the Academy of Management and Southern Management Association. She recently presented a paper at the National Academy Meetings on Work/Nonwork Conflict.Dr. Pamela L. Perrewe is Associate Professor and Chairman of the Management Department in the College of Business at Florida State University. She teaches and conducts research in the areas of Organizational Behavior and Human Resource Management. Pam has recently co-authored a textbook entitled,Strategic Human Resource Management. She is a member of the Academy of Management, American Psychological Association, Decision Sciences Institute and the Southern Management Association (SMA). Recently, she was elected to the Board of Governors for SMA.     

A Model of Ethical Decision Making: The Integration of Process and Content

We develop a model of ethical decision making that integrates the decision-making process and the content variables considered by individuals facing ethical dilemmas. The process described in the model is drawn from Janis and Mann’s [1977, Decision Making: A Psychological Analysis of Conflict Choice and Commitment (The Free Press, New York)] work describing the decision process in an environment of conflict, choice and commitment. The model is enhanced by the inclusion of content variables derived from the ethics literature. The resulting integrated model aids in understanding the complexity of the decision process used by individuals facing ethical dilemmas and suggests variable interactions that could be field-tested. A better understanding of the process will help managers develop policies that enhance the likelihood of ethical behavior in their organizations. Roselie McDevitt Sc.D. is Assistant Professor of Accounting at␣the Charles F. Dolan School of Business at Fairfield University in Fairfield, Connecticut. Dr. McDevitt teaches financial and managerial accounting. Her Primary areas of research are accounting education and accounting ethics. Catherine Giapponi is an Assistant Professor of Management at the Charles F. Dolan School of Business at Fairfield University in Fairfield, Connecticut. Dr. Giapponi teaches courses in management, organizational behavior, and strategy. Her primary areas of research are corporate governance and business ethics. Cheryl Tromley, Ph.D., is a Professor of Management at␣Fairfield University where she has taught management, organizational behavior, organizational communication, organizational␣culture, organization development, and diversity for 19 years. She has co-authored two editions of the text ``Developing Managerial Skills in Organizational Behavior'␣as well authored or co-authored a significant number of professional articles and presentations related to management and management education.