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1.
Research in ethical decision making has consistently demonstrated a positive relationship between others’ unethical behavior
and observers’ unethical behavior, providing support for the “Monkey See, Monkey Do” perspective (e.g., Robinson and O’Leary-Kelly,
Acad Manage J 41:658–672, 1998). However, the boundaries of this relationship have received little research attention. Guided by theory and research in
interpersonal distancing, we explore these boundaries by proposing and examining “moral differentiation,” the set of individual
and situational characteristics that affect the degree to which one is willing to be influenced by others’ unethical behavior.
Using data from 655 undergraduate business students in two U.S. universities, we test moderating hypotheses regarding the
influence of moral differentiation characteristics on the relationship between others’ unethical behavior and observers’ unethical
behavior. Results suggest that strong moral identity, low need for affiliation, and extraversion weaken the relationship between
others’ unethical behavior and observers’ unethical behavior. Implications for managers and future research are discussed. 相似文献
2.
David A. Robinson Per Davidsson Hennie van der Mescht Philip Court 《Journal of Business Ethics》2007,71(4):411-423
Entrepreneurs typically live with the ever-present threat of business failure arising from limited financial resources and
aggressive competition in the marketplace. Under these circumstances, conflicting priorities arise and the entrepreneur is
thus faced with certain dilemmas. In seeking to resolve these, entrepreneurs must often rely on their own judgment to determine
“what is right”. There is thus a need for a technique to assist them decide on a course of action when no precedent or obvious
solution exists. This research paper examines how entrepreneurs experience and deal with these dilemmas. The research is based
on interviews with seven entrepreneurs in established service-oriented ventures, which gave rise to 26 dilemmas. These dilemmas
were analyzed by making use of the Synergy Star technique, which is introduced here as a tool that is useful in defining any
dilemma, isolating the ethical component, and resolving the dilemma in a way that is congruent with the entrepreneur’s personal
world-view.
Dr. David Robinson lectures in Entrepreneurship and Business Ethics at Queensland University of Technology and Bond University
in Australia and is Visiting Professor at Shanghai Jiao Tong University in China. Himself an entrepreneur and director of
companies with varied business interests, he holds a Master of Science from Brunel University, London, an MBA from Newport
University, California and a Ph.D. from Rhodes University, South Africa. Dave is a past surfing and lifesaving champion and
is known around the world as ‘Dr. Dave - the Surfing Professor’.
Per Davidsson is Professor of Entrepreneurship and Director of Research at Queensland University of Technology, Australia
and Professor of Entrepreneurship at the Jonkoping International Business School in Sweden.
Hennie van der Mescht is Associate Professor and Head of the Education Department at Rhodes University, South Africa.
Philip Court is Associate Professor and Head of the Management Department at Rhodes University, South Africa. 相似文献
3.
Land use planning and policy making for environmental systems involve uncertainty, long time scales, and complex socio-natural
systems and processes; most decisions are often characterized by conflict and tension and give rise to disagreements which
are widely considered and managed as disagreement about socio-environmental values. Although the growing acceptance of participatory
models in environmental planning and policy making is forcing the public authorities to implement participatory mechanisms,
participation practices are not showing much effectiveness in reducing conflict and tension. This paper argues that negotiation
approaches in participatory decision making often pose the attention on disputing actors and their related values (in the
field of environmental planning, on socio-environmental values) thus amplifying the risk for conflict to sharpen. Participation
practices, in fact, often use Decision and Conflict Analysis models as means to disclose structures of parties’ values and
preferences to parties themselves, thus risking to enhance sources for conflict and tension. In this article, participation
is conceptualized as an exploration process looking for decision ‘opportunities’ which allow transforming participatory decision
making into operational collaboration. To illustrate the discussion we present a case of participatory decision making process
in the Torre Guaceto wetland, a Natural Reserve in Southern Italy. The process refers to the formulation of the land use plan
and is analysed by the application of a cognitive model. The analysis shows how the negotiation process evolves from a conflict
to collaboration and becomes centred on the content of the decision rather than the social and environmental values involved. 相似文献
4.
Kalle Pajunen 《Journal of Business Ethics》2006,68(3):243-258
In a contractual firm–stakeholder relationship the participants are expected to act according to the agreement and for mutual benefit. By acting against the agreement at the expense of the other participant, however, may result in higher individual profits within a short period of time. Building on the unlocked iterated prisoner’s dilemma (PD) setting, Scanlon’s [Scanlon, T.␣M.: 1998, What We Owe to Each Other (Belknap Press of Harvard University Press, Cambridge, Mass)] version of contractualism, and the social dilemma literature, this article considers what types of behaviors should be followed by both parties in an established firm–stakeholder relationship in order to reach an outcome that is defensible both in terms of morality and viability. It is argued that a normative foundation, which advises firms and stakeholders to ground their behavior on principles that could not reasonably be rejected by others, forms a basis for moral and viable behavior that can be expressed in the form of a strategic rule that excludes defection and utilizes the option to exit in response to the other participant’s defection. Then, a set of testable propositions is developed that describe how a firm and its stakeholders can further promote moral and viable relationships.Kalle Pajunen received his Ph.D. in strategic management. His current research interests include research methodologies, turnaround processes, stakeholder theory, strategic leadership, and business ethics. His recent articles appear (or are forthcoming) for instance in Advances in Strategic Management, Human Relations, Journal of Management Studies, and Leadership. 相似文献
5.
This article explores the hypothesis that third parties are motivated to seek information about agents who have behaved unethically
in the past, even if the agent and available information are irrelevant to the third parties’ goals and interests. We explored
two possible motives for this information seeking behavior: deonance, or the motive to care about ethics and justice simply
for the sake of ethics and justice, and distrust-based threat monitoring. Participants in a consumer decision task were found
to seek out information about an agent who had behaved unethically even when the agent was explicitly excluded from the task;
there were no intentions to purchase from the agent; performance expectations for the agent’s product were low; the information
that could be sought was non-diagnostic, redundant or irrelevant to an ethical judgment; and alternatives in the market offered
as good or better value as the unethical agent. Critically, this information seeking took place even when the observer could
disengage from and was not vulnerable to the agent. The findings are discussed in terms of third party information seeking
and its effects on ethical behavior in the marketplace. 相似文献
6.
The purpose of this research is to examine the impact of individual and firm moral philosophies on marketing exchange relationships.
Personal moral philosophies range from the extreme forms of true altruists and true egoists, along with three hybrids that
represent middle ground (i.e., realistic altruists, tit-for-tats, and realistic egoists). Organizational postures are defined
as Ethical Paradigm, Unethical Paradigm, and Neutral Paradigm, which result in changes to personal moral philosophies and
company and industry performance. The study context is a simulation of an exchange environment using a variation of the prisoners’
dilemma game. A literature review is provided in the opening section, followed by details on the simulation, discussion of
the results, and the implications for theory and practice. 相似文献
7.
Davide Pietroni Gerben A. Van Kleef Carsten K. W. De Dreu 《Group Decision and Negotiation》2008,17(1):31-49
Negotiators may respond to each other’s offers and demands in different ways. Whereas many negotiation experiments present
participants with numerical information about offers and counteroffers (e.g., “I propose 6–8–2”; numerical response mode), real life negotiations often involve affective and evaluative statements (e.g., “I didn’t like your last
offer, but I would be happy to explore alternatives”; affective response mode). The present research explores the differential consequences of responding in affective as opposed to numerical
terms. Specifically, we predicted and found that affective responses increase the impact of social and contextual cues on
negotiation behavior. Three studies demonstrate that the impact of other’s toughness (Experiment 1), other’s respectability
(Experiment 2), and other’s appearance (Experiment 3) on a negotiator’s demands and concessions is greater when the other
provides affective rather than numerical feedback. 相似文献
8.
This paper investigates a firm’s equilibrium behavior under product compatibility, product differentiation, and the network
effect. We find that a firm with a higher degree of compatibility has a greater competitive disadvantage due to its higher
spillover effect with other firms. A firm under Cournot competition can increase its demand and profit by decreasing consumers’
subjective belief about the degree of differentiation between products, when the firm’s product compatibility and/or relative
production cost is sufficiently small. When the relative production cost satisfies certain conditions, the principle of maximum
differentiation exists. However, the principle of minimum differentiation never exists. Furthermore, when firms can freely
determine their own compatibility, each firm will choose the lowest degree of compatibility, in contrast to the social optimum
in which both firms choose the highest degree of compatibility. A social dilemma occurs. 相似文献
9.
In the context of change to the “new modernity” described in Beck’s work, companies develop management modes and methods that
focus more and more on individuals. Constitutive of the individualization process, human resources practices have become ambivalent
as the process itself. This contribution examines how a managerial and organizational innovation as telework contributes to
the process of individualization, and the paradoxes it addresses to management. At the interface of the social and the technical,
teleworking appears as a flexible arrangement, meeting employees’ and employer’s demands – which is a characteristic of the
process of individualization – by simultaneously fragmenting collectivity, exposing individuals to social risk, and producing
exclusion. The authors focus on two consecutive paradoxes of such individualized managerial practices: the individual–collective
dilemma and the autonomy–control paradox. Finally, the paper reveals HRM as a new institution of individualization in a world
where regulation functions are more and more transferred to individuals themselves. 相似文献
10.
Using a simple model, this paper examines the behavior of an IT professional who faces the choice between becoming an entrepreneur or an employee. To our knowledge, this is the first formal study of the dilemma facing an IT professional. IT professionals are somewhat unique in that they embody enough labor input/intellectual property that even a single professional can deliver a viable product/service. An incentive contract is auctioned to attract the highest bid in return for partial ownership from venture capitalists. Failure to raise venture finance results in the professional seeking employment. Both venture finance and employment are uncertain. The comparative-static effects of changes in project size and VC competition are determined. We find that under certain conditions a larger project is associated with a cost-plus contract, while greater VC competition results in a fixed-price contract being offered. The agent’s effort is lower in a larger project, but non-negative under greater VC competition. 相似文献
11.
The protection of workers’ rights is at the heart of the ongoing debate on business ethics. In balancing transnational corporations’
(TNCs) influence in private regulatory systems intended to protect workers’ rights in emerging economies, several authors
have emphasized the importance of cooperative relationships between unions and NGOs. In practice, however, conflict has often
entered into union–NGO relations, weakening the protection of workers’ rights. We argue that cooperative union–NGO relationships
are difficult to form in part because of the differences existing between how unions and NGOs organize. More specifically,
based on two qualitative studies, we demonstrate that the problems stem from differences in organizing related to (i) identity
construction, (ii) governance systems, and (iii) resources. The article concludes with a discussion on the possibility of
successful union–NGO cooperation and improved protection of workers’ rights in emerging economies. 相似文献
12.
The Sarbanes–Oxley Act of 2002 requires audit committees of public companies’ boards of directors to install an anonymous
reporting channel to assist in deterring and detecting accounting fraud and control weaknesses. While it is generally accepted
that the availability of such a reporting channel may reduce the reporting cost of the observer of a questionable act, there
is concern that the addition of such a channel may decrease the overall effectiveness compared to a system employing only
non-anonymous reporting options. The rationale underlying this concern involves the would-be reporter’s likelihood of reporting,
the seriousness with which the organization treats an anonymous report, and the organization’s ability to thoroughly follow-up
the report. Thus, we explore the extent to which the availability of an anonymous reporting channel influences intended use
of non-anonymous reporting channels. Further, in response to Sarbanes–Oxley and the environment of financial scandals that
led to its passage, many firms are strengthening their internal audit departments, and providing them with greater independence
from upper management’s direct control. Accordingly, our examination tests whether the intended use of the internal audit
department as an internal reporting channel is greater when the internal audit department is of “high” versus “low” quality.
Finally, the study investigates intended reporting behavior across three different cases (e.g., settings).
Results show that the existence of an anonymous channel does reduce the likelihood of reporting to non-anonymous channels,
that generally the internal audit department quality does not affect reporting to non-anonymous channels, and that case-setting
affects the type of channel to be used. Implications from the study are discussed. 相似文献
13.
Can economic bonus programs jeopardize service relationships? 总被引:1,自引:0,他引:1
Research findings on the impact of economic bonus programs on service relationships are contradictory. While some studies
find positive effects of economic bonus programs on customer’s relational behavior, other studies demonstrate negative effects.
Building on self-determination theory, Dholakia (J Market Res 43(2):109–120, 2006) points at a possible explanation for these conflicting results, arguing that economic marketing programs have negative effects
on self-determined customers when the program is perceived as controlling by them. By testing the effect of four different
kinds of economic bonus programs on loyalty in an experimental setting using a nationwide representative sample of 768 participants,
this research is the first that provides empirical evidence that economic bonus programs can indeed endanger service relationships
by reducing customer’s self-determination. Implications of our findings for the abundance of economic bonus programs offered
to service customers these days are highlighted. 相似文献
14.
Conflict is a pivotal variable influencing team decision performance. This article reviewed literature on intragroup conflict
and studied how different types of conflicts affect perceived team decision quality and satisfaction. We conducted a survey
on 156 managers and found that the task-relationship conflict dimensions are also valid in the Chinese context. We also found
that both task conflict and relationship conflict are negatively related to team members’ decision satisfaction. Relationship
conflict acts as a mediator between task conflict and decision satisfaction.
__________
Translated from Guanli pinglun 管理评论 (Management Review), 2007, 19(7): 10–15 相似文献
15.
Xinming Deng 《Journal of Business Ethics》2012,107(2):159-181
The response of consumers to a firm’s ethical behavior and the underlying factors influencing/forming each consumer’s response
outcome is analyzed in this article based on information obtained through interviews. The results indicate that, in the Chinese
context, the responding outcome can be boiled down to five types, namely, resistance, questioning, indifference, praise, and
support. Additionally, consumers’ responses were mainly influenced by the specific consumer’s ethical consciousness, ethical
cognitive effort, perception of ethical justice, motivation judgment, institutional rationality, and corporate social responsibility–corporate
ability (CSR–CA) belief. Based on these results, a generalized framework of consumer’s ethical responses is developed which
provides a number of insightful suggestions upon how to motivate a consumer’s support of a firm’s ethical behavior and to
transfer this kind of support into truly positive purchasing behavior. 相似文献
16.
This study uses a longitudinal matched employer–employee database to examine how ex-entrepreneurs’ levels of general and specific
human capital influence their likelihood of re-entering entrepreneurship over time, in a different firm, thereby becoming
serial entrepreneurs. The results reveal a negative effect of general human capital on the hazard of becoming a serial entrepreneur;
the impact of entrepreneurial-specific human capital on the hazard of re-entering entrepreneurship is in general positive.
This research provides a dynamic approach to serial entrepreneurship revealing that specific types of human capital play distinct
roles on individuals’ entrepreneurial behavior. 相似文献
17.
The perception of behavior as a moral or conventional concern can be influenced by contextual variables, including status
and power differences. We propose that social processes and in particular social role enactment through the exercise of power
will psychologically motivate moralization. Punishing or rewarding others creates a moral dilemma that can be resolved by
externalizing causation to incontrovertible moral rules. Legitimate power related to structure and position can carry moral
weight but may not influence the power holder’s perceptions of rules and general norms of behavior. Social identity theory
suggests moralization could be promoted by a concern for shared, defining values. However, the tendency to moralize another’s
behavior can be injurious to shared identity. We explored white-collar employees’ perceptions of several categories of noxious
or deviant workplace behaviors and regressed these perceptions on the tendency to use legitimate, referent, or reward and
punish power; social identity; and the interaction of social identity and power, in particular legitimate power. Only the
tendency to influence others through punishment or reward predicted moralization. Alternative causal explanations for the
findings were addressed through the absence of any relationships between punishment and reward power and perceptions of deviant
behaviors as wrong, upsetting, or requiring punishment. We discuss these results in the context of self and social processes,
the social construction of morals and power, and the impact of managers’ behavior on group or organizational ethics. 相似文献
18.
Recent corporate scandals across various industries have led to an increased focus on research in business ethics, particularly
on understanding ethical decision-making. This increased interest is due largely to managers’ desire to reduce the incidence
of unwanted behaviors in the workplace. This article examines one major moderator of the ethical decision-making process – moral
intensity. In particular, we explore the potential influence of a particular cognitive heuristic – the availability heuristic
– on perceptions of moral intensity. It is our contention that moral intensity is a perceptual construct, and that individuals’
use of the availability heuristic will influence perceptions of moral intensity which, in turn, will affect how moral issues
are viewed and ultimately resolved. In this article, we present propositions concerning possible relationships between the
availabilities of various phenomena and the components that moral intensity comprises, and report on two studies examining
the effects of availabilities on two␣of these components: magnitude of consequences and social consensus. Our findings indicated
that the availability of consequences associated with an act was positively related to perceptions of the magnitude of consequences
of that act. We also found that the availability of others who believe that a particular act is morally acceptable is positively
related to perceptions of social consensus that that act is morally acceptable. We posit that our results suggest the possibility
that perceptions of moral intensity can be actively influenced to reduce unethical behavior in organizations. 相似文献
19.
Negotiations proceed differently across cultures. For realistic modeling of agents in multicultural negotiations, the agents
must display culturally differentiated behavior. This paper presents an agent-based simulation model that tackles these challenges,
based on Hofstede’s model of national cultures. The context is a trade network for goods with a hidden quality attribute.
The negotiation model is based on the ABMP negotiation architecture and applies a utility function that includes market value,
quality preference and risk attitude. The five dimensions of Hofstede’s model are the basis for the modification of ABMP parameters
and weight factors in the utility function. The agents can observe each other’s group membership and status. This information
is used, along with the indices of Hofstede’s dimensions, to differentiate behavior in different cultural settings. The paper
presents results of test runs that verify the implementation of the model. The model helps to explain behaviors of actors
in international trade networks. It proves that Hofstede’s dimensions can be used to generate culturally differentiated agents.
Further validations of the model with case studies from literature and experiments have yet to be conducted. Extensions can
make this model a useful tool for training traders who engage in cross-cultural negotiation and for implementation in negotiation
support systems. 相似文献
20.
Traditionally, conceptualizations of human values are based on the assumption that individuals possess a single integrated
value system comprising those values that people are attracted by and strive for. Recently, however, van Quaquebeke et al.
(in J Bus Ethics 93:293–305, 2010) proposed that a value system might consist of two largely independent value orientations—an orientation of ideal values
and an orientation of counter-ideal values (values that individuals are repelled by), and that both orientations exhibit antithetic
effects on people’s responses to the social world. Following a call for further research on this distinction, we conducted
two studies to assess the independent effects of ideal and counter-ideal values in leadership settings. Study 1 (N = 131) finds both value orientations to explain unique variance in followers’ vertical respect for their leaders. Study 2
(N = 136) confirms these results and additionally shows an analogous effect for followers’ identification with their leaders.
Most importantly, we find that both value orientations exhibit their effects only independently when the content of the two
orientations pertain to different value types in Schwartz’s (in J Soc Issues 50:19–46, 1994) circumplex model. Implications for theory and practice are discussed. 相似文献