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1.
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
2.
This research project seeks to discover whether certain characteristics of a moral issue facilitate individuals’ abilities
to detect violators of a conditional rule. In business, conditional rules are often framed in terms of a social contract between
employer and employee. Of significant concern to business ethicists is the fact that these social contracts are frequently
breached. Some researchers in the field of evolutionary psychology argue that there is a biological basis to social contract
formation and dissolution in business. However, although it is inescapable that biological forces shaped a fixed neural structure
that guides and limits humans’ abilities, we argue that characteristics of the situation in which the person finds himself
or herself moderate the activation of these neural circuits in ordinary business social contract situations. Specifically,
the moral intensity associated with the social contract conditional rule is likely to influence peoples’ abilities to detect
violators of the rule. This study utilizes adapted versions of the Wason selection task and manipulates the issue-contingent
moral intensity characteristics of magnitude of consequences, proximity, and social consensus to assess if moral intensity
facilitates detection of rule violators. Results from this empirical study indicate no relationship between moral intensity
characteristics and issue recognition but do provide insights into the evolutionary psychology approach.
David M. Wasieleski is an Assistant Professor in the Leadership and Change Management Division of the A.J. Palumbo School
of Business Administration and the John F. Donahue Graduate School of Business at Duquesne University. He received his Ph.D.
from the University of Pittsburgh. David’s recent research focuses on individuals’ biological propensity for ethical behavior
and its effect on workplace relationships. His other research interests include moral intensity, cognitive moral development,
stakeholder agenda-building, and policy learning.
Sefa Hayibor is an Assistant Professor of Management in the Sobey School of Business at Saint Mary’s University (Canada).
He received his Ph.D. from the University of Pittsburgh. His research interests include business ethics and ethical decision-making,
stakeholder motivation and management, charismatic leadership, and cognitive heuristics and biases. 相似文献
3.
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. 相似文献
4.
Jeanette Ng Gregory P. White Alina Lee Andreas Moneta 《Journal of Business Ethics》2009,84(3):367-387
The goal of this study was to construct a valid new instrument to measure the effect of moral intensity on managers’ propensity
to manage earnings. More specifically, this study is a pilot study of the impact of moral intensity on financial accountants’
propensity to manage earnings. The instrument, once validated, will be used in a full-study of managers in the hotel industry.
Different ethical scenarios were presented to respondents in the survey; each ethical scenario was designed in both high or
low moral intensity form, to reflect the importance of the moral dilemma at hand. The results were analysed by factor analysis.
The findings of this study have positively validated the instrument, with three of the five moral intensity components identified
as having appropriate eigenvalues. This indicates that they have a significant influence in the study. The first factor captures
the social consensus dimension and one scenario of the proximity dimension. The second factor indicates an interaction between
the temporal immediacy and the magnitude of consequences dimension. The third dimension is probability of effect and one scenario
of the proximity dimension. In addition, t-tests indicated that the manipulation of high and low conditions within each scenario were also successful. One limitation
of the study might be the use of undergraduate accounting students as manager proxies, although prior evidence suggests use
of accounting students as proxies is a valid approach in this type of study. This is a highly novel project as most prior
studies have focussed on moral intensity and the general ethical decision-making process. 相似文献
5.
In 1991, Jones developed an issue-contingent model of ethical decision making in which moral intensity is posited to affect the four stages of Rest’s 1986 model (awareness, judgment, intention, and behavior). Jones claimed that
moral intensity, which is “the extent of issue-related moral imperative in a situation” (p. 372), consists of six characteristics:
magnitude of consequences (MC), social consensus (SC), probability of effect (PE), temporal immediacy (TI), proximity (PX),
and concentration of effect (CE). This article reports the findings of two studies that analyzed the factor structure of moral
intensity, operationalized by a 12-item Perceived Moral Intensity Scale (PMIS) adapted from the work of Singhapakdi et al.
[1996, Journal of Business Research, 36, 245–255] and Frey [2000, Journal of Business Ethics, 26, 181–195]. The two items that were purported to measure CE were dropped due to their inability to effectively tap into
the characteristic proposed by Jones. Factor analyses of the remaining 10 items supported a 3-factor structure, with the MC,
PE, and TI items loading on the first factor, the PX items loading on the second factor, and the SC items loading on the third
factor. These factors were labeled: Probable Magnitude of Consequences, Proximity, and Social Consensus. The authors conclude that moral intensity consists of three characteristics, rather than the six posited by Jones. 相似文献
6.
The relative importance of the Jones’ [Jones, T. M.: 1991, Academy of Management Review
16(2), 366–395] six components of moral intensity was measured using a conjoint experimental design. The most important components
influencing ethical perceptions were: probability of effect, magnitude of consequences, and temporal immediacy. Contrary to
previous research, overall social consensus was not an important factor. However, consumers exhibit distinctly different patterns
in ethical evaluation, and for approximately 15% of respondents social consensus was the most important dimension. 相似文献
7.
This experiment examined the effects of three elements comprising Jones' (1991) moral intensity construct, (social consensus, personal proximity, and magnitude of consequences) in a cross-cultural comparison of ethical decision making within a human resource management (HRM) context. Results indicated social consensus had the most potent effect on judgments of moral concern and judgments of immorality. An analysis of American, Eastern European, and Indonesian responses also indicted socio-cultural differences were moderated by the type of HRM ethical issue. In addition, individual differences in personal ethical ideology (relativism and idealism) varied reliably with moral judgments after controlling for issue characteristics and socio-cultural background. 相似文献
8.
道德解脱和惩罚知觉是管理者伦理决策中的脱离机制和约束机制,文章通过有调节作用的中介关系模型,分析了道德解脱和惩罚知觉对管理者伦理决策过程的影响,比较了组织有利和组织有害伦理决策中,管理者在伦理判断和伦理行为意向上的差异。结果表明道德解脱是管理者伦理判断的重要前因变量,惩罚知觉和伦理判断及其交互项都会对伦理行为意向产生影响,惩罚知觉在管理者伦理判断低时效应更明显;此外,管理者在组织有利情境下的伦理判断和伦理行为意向要显著低于组织有害情境。本研究对理解管理者伦理决策的潜在心理过程有积极贡献。 相似文献
9.
Douglas R. May Cuifang Li Jennifer Mencl Ching-Chu Huang 《Journal of Business Ethics》2014,121(4):651-669
This research on the ethics of meaningful work examined how types of job-related harm (physical, economic, emotional, and cognitive) and their magnitude of consequences (MOC, low, high) influenced components of ethical decision-making (moral recognition, moral evaluations, and moral intentions). The research also investigated the moderating effects of individual differences (experience with carpal tunnel syndrome, experience with layoffs, ability to read others’ emotions, and intrinsic motivation orientation [IMO]) on the relation between the MOC and the ethical decision-making elements for each type of harm. Using a sample of 185 Chinese professionals, a between-subjects, fully crossed experimental scenario design revealed that physical and economic job-related harm were recognized as moral issues to a greater extent than cognitive or emotional harm. Second, physical job-related harm stimulated a higher level of moral evaluations than economic and cognitive harm. Third, individuals intended to act ethically when MOC was high versus low. Finally, experience with layoffs and IMO helped explain the relations between MOC and moral evaluations for economic and cognitive job-related harm, respectively. Implications for research and management are discussed. 相似文献
10.
Taking multidimensional ethics scale approach, this article describes an empirical survey of top managers’ moral decision-making
patterns and their change from 1994 to 2004 during morally problematic situations in the Finnish context. The survey questionnaire
consisted of four moral dilemmas and a multidimensional scale with six ethical dimensions: justice, deontology, relativism,
utilitarianism, egoism and female ethics. The managers evaluated their decision-making in the problems using the multidimensional
ethics scale. Altogether 880 questionnaires were analysed statistically. It is concluded that relying on the utilitarian principles
is a core ethical evaluation criterion amongst top business managers in Finland. This study proves that managers’ moral decision-making
patterns change over time. According to the results of this research, managers’ moral decision-making became more multidimensional
during the study period. The change is explained by (1) the inclusion of female ethics items in the scale which allows managers
to show more diversity in their decision- making, (2) the change in the Finnish economic context from depression to economic
prosperity and growth during the study period, which is conducive to the spread of post materialist values, such as the importance
of social relations and (3) the increasing public discussion of the importance ethical issues in business. 相似文献
11.
Given the prevalence of corporate frauds and the significance of whistle blowing as a mechanism to report about the frauds,
the present study explores the impact of ethical leadership and leader–member exchange (LMX) on whistle blowing. Additionally,
the article also explores the moderating role of the moral intensity [studied as magnitude of consequences (MOC)] of the issue
on this relationship. The article reports results of three experimental studies conducted on the postgraduate students of
a premier technology institute in India. Ethical leadership, LMX, and moral intensity are manipulated through scenarios. Study
one (n = 81) manipulates ethical leadership (ethical/unethical) and quality of LMX (low and high) as independent variables; study
two (n = 80) manipulates ethical leadership and moral intensity (high and low MOC), and study three (n = 87) manipulates LMX and MOCs to assess their individual and joint effects on whistle blowing. Results show that not only
do ethical leadership and LMX predict whistle blowing, but these relationships get moderated by the moral intensity of the
issue as well. 相似文献
12.
Xiaoming Zheng Weichun Zhu Haibo Yu Xi Zhang Lu Zhang 《Frontiers of Business Research in China》2011,5(2):179-198
In light of a series of ethical scandals in China in recent years, this research aims to develop a reliable and valid scale
to measure ethical leadership, namely the “ethical leadership measure (ELM).” Our results show that ELM is strongly and positively
correlated with scales for authentic leadership, ethical leadership, idealized influence, and a recently-developed leadership
virtues questionnaire (LVQ); and negatively correlated with laissez-faire leadership and passive management by exception.
ELM is also found to be positively related to followers’ job satisfaction, affective commitment, trust in leader, organizational
citizenship behavior, and moral identity, and negatively related to followers’ intention to quit. 相似文献
13.
Following an extensive review of the moral intensity literature, this article reports the findings of two studies (one between-subjects,
the other within-subject) that examined the effect of manipulated and perceived moral intensity on ethical judgment. In the
between-subjects study participants judged actions taken in manipulated high moral intensity scenarios to be more unethical
than the same actions taken in manipulated low moral intensity scenarios. Findings were mixed for the effect of perceived
moral intensity. Both probable magnitude of consequences (a factor consisting of magnitude of consequences, probability of
effect, and temporal immediacy) and social consensus had a significant effect; proximity did not. In the within-subject study
manipulated moral intensity had a significant effect on ethical judgment, but perceived moral intensity did not. Regression
of ethical judgment on age, gender, major, and the three perceived moral intensity factors was significant between-subjects,
but not within-subject. Ethical judgment was found to be a more robust predictor of intention than perceived moral intensity
using a within-subject design.
Joan M. McMahon is an Assistant Professor of Management in the Luter 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
14.
Deborah L. Leitsch 《Journal of Business Ethics》2004,53(3):313-323
The purpose of this study was to gain a better understanding of the impact of moral issues on the moral decision-making process within the field of accounting. In particular, the study examined differences in the perceptions of the underlying characteristics of moral issues on the specific steps of the moral decision-making process of four different accounting situations. The research results suggested that student's perception of the components of moral intensity as well as the various stages of the moral decision-making process was influenced by the type and intensity of the moral issue. In general, accounting student's perceptions of the importance of these variables varied between less unethical and more unethical accounting issues. The differences in perceptions of four moral intensity components: magnitude of consequences, concentration of effect, probability of effect and proximity stood out more in the accounting issues analyzed. The findings presented in this research extend the existing understanding about the importance of the components of moral intensity in the ethical decision-making process of accounting processionals. The results can be integrated into revised or newly adopted company codes of ethics to comply with the requirements of the newly enacted Sarbones-Oxley Act of 2002. They can also be used to enhance ethics coursework and training programs in educational settings and industry. 相似文献
15.
This research examines how the fit between employees moral development and the ethical work climate of their organization
affects employee attitudes. Person–organization fit was assessed by matching individuals' level of cognitive moral development
with the ethical climate of their organization. The influence of P–O fit on employee attitudes was assessed using a sample
of 304 individuals from 73 organizations. In general, the findings support our predictions that fit between personal and organizational
ethics is related to higher levels of commitment and job satisfaction and lower levels of turnover intent. Ethical P–O fit
was related to higher levels of affective commitment across all three ethical climate types. Job satisfaction was only associated
with ethical P–O fit for one of the three P–O fit variables and turnover intentions were significantly associated with two
of the ethical P–O fit variables. The most consistent effect was found for the Conventional – Caring fit variable, which was
significantly related to all three attitudes assessed. The weakest effect was found for the Preconventional – Instrumental
fit variable, which was only predictive of affective commitment. The pattern of findings and implications for practice and
future research are discussed. 相似文献
16.
This article explores the ethics of migrant marketers in Guangzhou. Data were collected from 357 migrant marketers who lived
in Guangzhou. A model of Ethical Action has been developed to test the antecedents and outcomes of the ethical decision-making
process. It measured moral intention using four ethical scenarios. The results show that the egoistic schema had a positive
effect on their intention to act unethically, while the legislative schema exerted a negative effect. The results confirm
that moral intention was a strong predictor of an individual’s subsequent actual behavior, and it fully mediated the influence
of the legislative schema on actual behavior. This study adds to ethics literature by incorporating the construct of social
identity and found a moderating effect between the legislative schema and moral intention. The relationships were stronger
for individuals who were lower rather than higher in social identity. Analysis of these results lead to a discussion of the
implications for marketing ethics in China. 相似文献
17.
伦理问题、道德强度与供应商伦理管理 总被引:1,自引:0,他引:1
供应商的伦理问题涉及人权、环境、多样化、慈善与安全等方面,不同伦理问题的道德强度不同,企业决策者对供应商不同伦理问题的重视程度也不同。运用层次分析法,给出道德强度的结果严重度、社会共识、结果发生可能性、时间急迫性、接近性、结果集中度等六个维度的相对权重,根据道德强度各维度的相对重要性,对供应商不同的伦理权重进行排序。 相似文献
18.
This article concerns itself with the relationship between implicit moral cognitions and decisions in the realm of business
ethics. Traditionally, business ethics research emphasized the effects of overt or␣explicit attitudes on ethical decision-making
and neglected intuitive or implicit attitudes. Therefore, based on an implicit social cognition approach it is important to␣know
whether implicit moral attitudes may have a substantial impact on managerial ethical decision-making processes. To test this
thesis, a study with 50 participants was conducted. In this study the participants were asked to work on a deliberative managerial
ethical decision-making task, in which they had to decide on one of two options. Implicit moral attitudes towards the two
options were measured using the implicit association test (IAT). A semantic differential scale was used to diagnose explicit
moral attitudes towards the two options. Each step taken within the deliberative decision-making process, as well the decision
itself, was assessed using a scoring model-based decision analysis and a decision-making questionnaire. The results of this
study show that implicit moral attitude has a great influence on the deliberative ethical decision-making process. The derived
conclusion is that complex and deliberative decision-making processes in the context of business ethics can be affected by
implicit social cognitions such as implicit moral attitudes. 相似文献
19.
In light of continuing corporate scandals, the study of ethical leadership remains an important area of research which helps
to understand the antecedents and consequences of ethical behavior in organizations. The present study investigates how social
distance influences ethical leadership evaluations, and how in turn ethical leadership evaluations affect leader–member exchange
(LMX) after a leader’s moral transgression. Based on construal level theory, we propose that higher social distance will lead
to more severe evaluations of immoral behavior and therefore entail lower ethical leadership ratings. More- over, we hypothesize
that ethical leadership will positively affect LMX. Participants read a scenario describing a moral situation in which a leader,
who was presented in either high or low social distance, behaves unethically toward an employee. We tested our predictions
using a structural equation modeling approach. As expected, participants in the high social distance condition judged leaders
more harshly (i.e., they gave lower ethical leadership ratings) than in the low social distance condition. Thus, social distance
moderated the extent to which leaders are perceived as ethical leaders after moral transgression. Moreover, in accordance
with our proposition, ethical leadership ratings had a positive influence on LMX. 相似文献
20.
Shane R. Premeaux 《Journal of Business Ethics》2004,51(3):269-278
The current linkages between ethical theory and management behavior are investigated. The vignettes used in this investigation
represent ethical dilemmas in the areas of coercion and control, conflict of interest, physical environment, and personal
integrity. Overall, even with heightened ethical awareness the link between ethical philosophy and management behavior remains
similar to that of the early 1990s. Generally, practitioners still rely heavily on the utilitarian ethical philosophy when
making business decisions. However, more managers are now likely to select ethically appropriate actions either because it
is ethical to do so, or because the consequences or risk of not doing so are too great. This shift could positively impact
the ethical climate of business decision-making. 相似文献