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.     

Taking stock: Can the theory of reasoned action explain unethical conduct?

Extensive interest in business ethics has developed accompanied by an increase in empirical research on the determinants of unethical conduct. In setting forth the theory of reasoned action, Fishbein and Ajzen (1975) maintained that research attention on such variables as personality traits and demographic characteristics is misplaced and, instead, researchers should focus on behavioral intentions and the beliefs that shape those intentions. This study summarizes business ethics research which tests the theory of reasoned action and suggests directions for further research. Donna M. Randall is an Assistant Professor of Management at Washington State University. Her research interests include organizational commitment, professional deviance, and the regulation of reproductive health in toxic work environments. Her work has been published in Academy of Management Review, Journal of Organizational Behavior, and Decision Sciences and others.     

Methodology in business ethics research: A review and critical assessment

Using 94 published empirical articles in academic journals as a data base, this paper provides a critical review of the methodology employed in the study of ethical beliefs and behavior of organizational members. The review revealed that full methodological detail was provided in less than one half of the articles. Further, the majority of empirical research articles expressed no concern for the reliability or validity of measures, were characterized by low response rates, used convenience samples, and did not offer a theoretic framework, hypotheses, or a definition of ethics. Several recommendations, including a reviewer rating form addressing methodological decisions and inclusion of methodologists on the review panel, are offered to improve methodological rigor in published ethics research. Donna M. Randall is an Associate Professor in Management and Systems at Washington State University. Her research interests include organizational commitment, media coverage of whitecollar and corporate crime, and ethical issues in management. Her publications have appeared in such journals as Decision Sciences, Academy of Management Review, and Social Science Quarterly.Annetta M. Gibson is a doctoral student in accounting in the Department of Accounting and Business Law at Washington State University. She has a CPA and has worked as an auditor for a number of years. Her research interests include impression management and ethical issues in auditing, accounting, and management.     

Assessing the application of cognitive moral development theory to business ethics

Cognitive moral development (CMD) theory has been accepted as a construct to help explain business ethics, social responsibility and other organizational phenomena. This article critically assesses CMD as a construct in business ethics by presenting the history and criticisms of CMD. The value of CMD is evaluated and problems with using CMD as one predictor of ethical decisions are addressed. Researchers are made aware of the major criticisms of CMD theory including disguised value judgments, invariance of stages, and gender bias in the initial scale development. Implications for business ethics research are discussed and opportunities for future research delineated.John Fraedrich is an Assistant Professor of Marketing at Southern Illinois University of Carbondale. His areas of interest include ethical decision making and international marketing. He has published inJournal of Macromarketing, Journal of Business Ethics, Journal of Academy of Marketing Science, Journal of Business Research, Journal of Marketing Management, International Journal of Value Based Management, andJournal of International Consumer Marketing. Dr. Fraedrich is co-author of a textbookBusiness Ethics: Ethical Decision Making and Cases, Second Edition.Debbie M. Thorne is an Assistant Professor of Marketing at the University of Tampa. Her areas of interest include business ethics, social network analysis, and cultural issues in organizations. She received a Ph.D. in 1993 and has published in theJournal of Teaching in International Business and numerous conference proceedings.O. C. Ferrell is Interim Dean and Distinguished Professor of Marketing and Business Ethics in the Fogelman College of Business and Economics at Memphis State University. Dr. Ferrell was chairman of the American Marketing Association Ethics Committee that developed the current AMA Code of Ethics. He has published articles on business ethics in theJournal of Marketing, Journal of Marketing Research, Journal of Business Research, Journal of Macromarketing, Human Relations, Journal of Business Ethics, as well as others. He has co-authored ten textbooks includingBusiness Ethics: Ethical Decision Making and Cases, Second Edition, and a tradebook,In Pursuit of Ethics.     

The Role of Ethics Institutionalization in Influencing Organizational Commitment,Job Satisfaction,and Esprit de Corps

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.     

Ethics,success, and job satisfaction: A test of dissonance theory in India

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.     

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.     

The uses of moral talk: Why do managers talk ethics?

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.     

The social desirability response bias in ethics research

This study examines the impact of a social desirability response bias as a personality characteristic (self-deception and impression management) and as an item characteristic (perceived desirability of the behavior) on self-reported ethical conduct. Findings from a sample of college students revealed that self-reported ethical conduct is associated with both personality and item characteristics, with perceived desirability of behavior having the greatest influence on self-reported conduct. Implications for research in business ethics are drawn, and suggestions are offered for reducing the effects of a socially desirable response bias. Donna M. Randall is an Associate Professor in Management and Systems at Washington State University. Her research interests include organizational commitment, media coverage of elite crime, and ethical issues in management. Her publications have appeared in such journals as Decision Sciences, Academy of Management Review, and Journal of Business Ethics.Maria F. Fernandes is a doctoral student in the Department of Management and Systems. Her research interests lie in the area of business ethics and equity theory. Her current research explores cognitive processes involving ethical decision making.     

Why students take elective business ethics courses: Applying the theory of planned behavior

Despite the prevalence of elective business ethics courses, little research has sought to explain and predict why some students enroll in these courses and while others do not. Using the theory of planned behavior (Ajzen and Madden, 1986) as a theoretical foundation, 178 graduate students in Ireland were surveyed about their intention to sign up for an elective ethics class. Their behavior was measured two months later. The results reveal the power of the theory of planned behavior to explain and predict who takes elective ethics classes.Donna M. Randall is an associate professor and chair in the Department of Management and Systems at Washington State University. Her research interests include business ethics, organizational commitment, and reproductive risk in the work place. Her work has appeared inJournal of Business Ethics, Decision Sciences, Academy of Management Review, Journal of Vocational Behavior, Journal of Business Research, and others.     

Selected individual differences and collegians' ethical beliefs

This paper develops twenty hypotheses concerning the relationships among selected individual differences variables (locus of control, delay of gratification, gender, and race) and five different ethical beliefs. The results of a study of collegians provide support for seventeen out of twenty research hypotheses. As predicted, locus of control, delay of gratification, and race are related to ethical beliefs. Also as predicted, gender is not related to ethical beliefs. Michael K. McCuddy, Professor of Human Resource Management at Valparaiso University, has conducted research on a variety of organizational topics. His work has been published in the Academy of Management Journal, Journal of Applied Psychology, Journal of Organizational Behavior Management, The Health Care Supervisor, and Management Accounting. His current interests involve academic ethics and subsequent career behavior, organizational morality and organizational success, and ethics in the management accounting profession. Barbara L. Peery, Adjunct Professor of Management at Virginia Commonwealth University, teaches courses in Entrepreneurship and Human Resources Management. Her scholarly work has been published in the Journal of Small Business Management and the Journal of Private Enterprise. Her current research interests focus on the antecedents and consequences of academic ethics. She has co-directed or coordinated several consulting projects for agencies in the Commonwealth of Virginia, and has taught in Russia.     

Rebounding from Corruption: Perceptions of Ethics Program Effectiveness in a Public Sector Organization

We examine the perceived importance of three organizational preconditions (awareness of formal ethics codes, decision-making techniques, and availability of resources) theorized to be critical for ethics program effectiveness. In addition, we examine the importance of ethical leadership and congruence between formal ethics codes and informal ethical norms in influencing employee perceptions. Participants (n=418) from a large southern California government agency completed a survey on the perceived effectiveness of the organization’s ethics program. Results suggest that employee perceptions of organizational preconditions, ethical leadership and informal ethical norms were related to perceptions of ethics program effectiveness. Based on these findings, organizations should evaluate the presence (or absence) of essential preconditions and take steps to ensure that leaders model espoused organizational values to foster perceptions of effective ethics programs.Kathie L. Pelletier is a doctoral student in the School of Behavioral and Organizational Sciences at Claremont Graduate University, 123 East Eighth Street, Claremont, CA 91711; e-mail: kathie.pelletier@cgu.edu. Her research interests include organizational ethics, ethical leadership, and women’s issues in the workplace. Michelle C. Bligh is an assistant professor of Organizational Behavior in the School of Behavioral and Organizational Sciences at Claremont Graduate University, 123 East Eighth Street, Claremont, CA 91711; e-mail: michelle. bligh@cgu.edu. Her research interests include charismatic leadership, political and executive leadership, and organizational culture.     

Executive attitudes,organizational size and ethical issues: Perspectives on a service industry

Responding to Randall and Gibson's (1990) call for more rigorous methodologies in empirically-based ethics research, this paper develops propositions — based on both previous ethics research as well as the larger organizational behavior literature — examining the impact of attitudes, leadership, presence/absence of ethical codes and organizational size on corporate ethical behavior. The results, which come from a mail survey of 149 companies in a major U.S. service industry, indicate that attitudes and organizational size are the best predictors of ethical behavior. Leadership and ethical codes contribute little to predicting ethical behavior. The paper concludes with an assessment of the relevant propositions, as well as a delineation of future research needs.Dr. Paul R. Murphy is currently Associate Professor of Business Logistics at John Carroll University. His previous publications have appeared in journals such as theTransportation Journal, Transportation Research, Journal of Business Logistics, Journal of Global Marketing, andIndustrial Marketing Management.Dr. Jonathan E. Smith is Associate Professor of Management and Marketing at John Carroll University. He teaches courses in organizational behavior and human resource management. His current research interests are in business ethics, leadership and organizational uses of information. Dr. Smith consults with organizations regarding management development, ethics and business/organizational communications.Dr. James M. Daley is Associate Dean at John Carroll University and is a consultant to business, government, and academia; his publications include one book and over 40 articles.     

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.     

Just Doing Business or Doing Just Business: Google,Microsoft, Yahoo! and the Business of Censoring China’s Internet

This paper addresses the criticism recently directed at Internet companies who have chosen to do business in China. Currently, in order to conduct business in China, companies must agree to the Chinese government’s rule of self-censoring any information the government deems inappropriate. We start by explaining how some of these companies have violated the human rights of Chinese citizens to freely trade information. We then analyze whether the justifications and excuses offered by these companies are sufficient to absolve them of moral responsibility. We argue that both justifications and excuses offered are insufficient. Wilfully abiding by unjust laws, albeit necessary to do business in China, should not trump moral actions that protect rights. “This is not something we did enthusiastically, or not something that we are proud of at all.”– Elliot Schrage answering questions from Congress regarding Google’s decision to censor its Internet searches in China Neil Haddow is currently finishing his PhD in philosophy at the University of Waterloo. His interests are moral and political philosophy at the theoretical and applied levels. He is the co-author of another paper forthcoming in The Journal of Business Ethics on age discrimination and automobile insurance. G. Elijah Dann presently lectures for the Department of Philosophy at the University of Toronto. He is author of After Rorty: The possibilities for ethics and religious belief (Continuum Press, 2006), and is editor of a forthcoming book on Christianity entitled, Leaving Fundamentalism (Wilfrid Laurier University Press, 2007).     

A cognitive style perspective on ethical questions

Previous research has shown that cognitive style impacts several areas of human behavior of interest to marketers. This article reports the results of an exploratory study testing the proposition that cognitive style can influence one's perceptions of what is and is not a matter of ethics. The findings indicate that cognitive style can play a role in one's perceptions of ethics, and may help further our understanding of the factors that bear on ethical points of view.Roger P. McIntyre is Assistant Professor of Marketing at East Carolina University. He has published in theJournal of Macromarketing, theJournal of Travel Research, theInternational Marketing Review, theJournal of Euromarketing, and numerous proceedings. His research interests center on the influence of cognitive style on marketing relationships.Margaret M. Capen is an Associate Professor of Decision Sciences at East Carolina University, with a Ph.D. in Economics. She has published in such journals asApplied Economics, Journal of Industrial Relations, andThe Real Estate Appraiser. Her primary research interest is in applied linear models.The authors thank Michael P. Mokwa for his guidance.     

Assessing some determinant effects of ethical consulting behavior: The case of personal and professional values

A random sample of 207 national business consultants is employed to test the effects of individual values and professional ethics on consulting behavior. The results suggest that the individual values held by consultants are positively correlated with professional ethics, but are negatively correlated with consulting behavior. Moreover, there appears to be no significant relationship between the professional ethics of consultants and business consulting behavior. Findings and issues regarding the effectiveness of codes of ethics and implications for both the provider and recipient of professional consulting services are discussed.Dr. Jeff Allen is currently an Assistant Professor in the Department of Marketing at the University of Central Florida, Orlando. He received his D.B.A. in Marketing. Professor Allen has published in theJournal of Travel Research theJournal of the Academy of Marketing Science, and theJournal of Education for Business. Dr. Allen's research interests include social responsibility, distribution management, and the development of marketing strategy.Dr. Duane Davis is currently a Professor in the University of Central Florida's Department of Marketing. Dr. Davis received his D.B.A. in Marketing. Professor Davis has published in theJournal of Psychology, theJournal of Retailing, theJournal of the Academy of Marketing Science, theJournal of Travel Research, Interfaces, andIndustrial Marketing Management. This research stream largely focuses on research methodology, marketing of services, and strategic marketing management. In addition, Dr. Davis has co-authoredBusiness Research for Decision Making with PWS-Kent Publishing Company.     

OIKOS: Convergence in business ethics

The current focus on corporate culture in managerial theory, on character development in business ethics, and on the work—family relationship in family studies calls for an integrating concept to help us explore the relationship of work, family, and fundamental values. The ancient Greek concept of the oikos offers a basic framework for understanding the ensemble of emotional commitments and faith values underlying ethical action in organizational life. Examination of the interrelationships among the arenas of work, family and faith directs us to the importance of ecclesiologies, faith concepts, and family forms for business ethics. William Johnson Everett is Associate Professor of Ecclesiology and Director of the OIKOS Project on Work, Family and Faith at the Candler School of Theology, Emory University, Atlanta. He is the author of many articles in social ethics as well as Blessed Be the Bond: Christian Perspectives on Marriage and Family (Fortress Press, 1985). He is co-author of Disciplines in Transformation: A Guide to Theology and the Behavioral Sciences (University Press of America, 1979).     

“Blaming the victim” and other ways business men and women account for questionable behavior

Impression management refers to behaviors used by individuals to control the impressions they make on audiences. This study demonstrated that business men and women were more likely to defend their questionable behavior by using excuses and justifications than to openly concede errors of judgment and behavior. Three hundred and sixty two participants received a scenario in which they had allegedly engaged in questionable behavior. The participants then wrote a position paper explaining their actions. Results indicated that people in business attempt to avoid being associated with potentially negative interpretations of their behavior primarily through the use of justifications and excuses. In general, the types of responses were relatively consistent across work experience, educational and occupational levels. However, in some instances the specific explanations used depended on gender and age.Conventional people are roused to fury by departure from convention, largely because they regard such departure as a criticism of themselves.Bertrand Russell (1872–1970)Mary Konovsky is an assistant professor of organizational behavior at the A. B. Freeman School of Business of Tulane University. She received her Ph.D. from the Indiana University School of Business in 1986. Her research interests include procedural justice in organizations, organizational citizenship behavior, and ethics in management decision-making.Frank Jaster is Executive Vice President of Aegis Consulting & Training, Inc., Denver, Colorado, and Adjunct Professor of Management Communication at Tulane University. His doctorate is in American Literature from Tulane. His current research interests are in entrepreneurship, business ethics, and the (sometimes hostile) relationship between business and the media.     

The role of ethics and social responsibility in achieving organizational effectiveness: Students versus managers

This paper investigates the differences in perceptions between business students and service-sector managers regarding the role that ethics and social responsibility serve in determining organizational effectiveness. An organizational effectiveness instrument containing business ethics and social responsibility items served as a questionnaire for a sample of 151 senior business undergraduates and 53 service-sector managers. The results indicated that while students acting as managers rate some social responsibility issues as more important than do managers, they also rate ethical conduct and a few dimensions of social responsibility lower than do managers. The findings have direct implications for both business practitioners and educators.Kenneth L. Kraft received his D.B.A. from the University of Maryland in 1982 and is currently an Associate Professor of Management at Old Dominion University in Norfolk, VA. His recent papers explore the relationships between strategy, structure, social responsibility, and organizational effectiveness in a variety of settings. Anusorn Singhapakdi is Assistant Professor of Marketing at Old Dominion University. His current research interests center on marketing/business ethics and selected public policy issues in marketing. He has published in Journal of Macromarketing, Journal of the Academy of Marketing Science, International Journal of Value Based Managementas well as other journals and proceedings.