Identifying Factors Which May Influence Unethical Behavior

Unethical behavior occurs and can be explained by a number of theoretical approaches. This article is a report of a survey concerned with determining the factors which may influence unethical behavior. The respondents identified three factors (Grade Instrumentality, Attributing Blame Factor, and Negative Dispositional Factor) underlying the commission of unethical activities. An integration of the theories and the factors yielded a number of suggestions which may impact the propensity to engage in unethical behavior.     

Research note: Functions of privacy in Australian wilderness environments

Evidence suggests that leisure activities can be used as a means for coping with stress, but how leisure is used as an effective way to regulate difficult tasks is still unclear. Self-Determination Theory was used as a theoretical framework to propose two distinct approaches to regulatory leisure coping: the Planned-Breather Leisure Coping Style and the Avoidant Leisure Coping Style. The two proposed dimensions were tested and supported using a new scale with a university student population. Findings obtained in these studies suggested that regulatory orientation in a particular context was distinctively associated with the two proposed leisure coping styles and to different affective consequences following the regulation of a difficult task.     

Seizing Opportunities: The Moderating Role of Managerial Characteristics on the Relationship between Opportunity‐Seeking and Innovation Efficacy in Small Businesses

We draw from regulatory focus theory to examine the relationship between a focus on opportunities through strategic orientation and entrepreneurial culture and managerial reports of innovation efficacy in small businesses. We propose that manager goals and behaviors moderate these relationships. Hypotheses were tested on a sample of 352 small employer firms. Findings support that strategic orientation positively associates with innovation efficacy and that this relationship is stronger under low managerial direction behaviors. Entrepreneurial culture positively associates with innovation efficacy when managers focus on profit and growth goals and under high managerial direction behaviors.     

Ethical Judgment of Food Fraud. Effects on Consumer Behavior

This study brings important insights for the food industry by addressing how consumers ethically judge or evaluate unethical firm behavior, in specific reference to food fraud, and if and to what extent that judgment affects the consumer–brand relationship and consumer behavior. it is an empirical investigation of the unethical intentional mislabeling in the U. S food industry. The paper analysis if there are statistically significant associations between brand attachment, ethical judgment, brand commitment, and purchase intention. Quantitative data (151) was collected about three different leading manufacturing food brands (three studies). Correlation and regression analyses were conducted. Findings reveal the important relation between all the constructs. Significant effects on how consumers ethically judged this brand transgression. Thus, it was found that as consumers judged this action as more unethical, the intentions to both stay committed to and purchase the brand were considerably damaged.     

How does ethics institutionalization reduce academic cheating?

Extant research on academic cheating primarily focuses on the impact of honor codes on academic cheating. However, the influence of ethics institutionalization is curiously missing in past research. The authors developed and validated a structural equations model in the R programming language to examine the impact of formal (explicit) and informal (implicit) ways of institutionalizing ethics on reducing students' academic cheating. They found a significant mediating effect of implicit ethics institutionalization on the relationship between explicit ethics institutionalization and academic cheating among business students. Therefore, academic administrators are encouraged to place significant emphasis on implicit forms of ethics institutionalization to curb academic cheating among students.     

Negotiation protocol based on ordered weighted averaging and Fuzzy metrics

ABSTRACT

Negotiation Support Systems are used to exchange offers and to improve the negotiation process. Some methods are based on perspectives like heuristics in order to bring the negotiation protocol gradually closer to reality. These approaches can be important in real negotiation as they can help to improve skillsespecially in distributive bargaining. This paper proposes a Negotiation Support framework to provide the negotiator with recommendations on making decisions in a negotiation process. To input this idea into negotiation protocols, this paper suggests that some concepts based on OWA (Ordered Weighted Averaging) and some of its metrics (Orness, Dispersion) be included in the heuristics of a structured negotiation schedule. It is expected that the support provided will aid the negotiator to make decisions during the negotiation process, to learn from the elicitation and his own behavior the results obtained can help the negotiator improving his skills in the negotiation process.     

Increase your divestment effectiveness

In many large diversified corporations there is a largely prevalent habit to consider divestment decisions as ‘top secret’: information concerning potential divestitures is restricted to top management and only a handful of senior managers are involved in the decision making process. The major assumption underlying such behaviour is the fear of failure; that is, top management is concerned about involving line—generally divisional—managers in the process of making up one's mind to divest (a time consuming process as will be seen later) and searching a potential acquirer, in the fear that such involvement might work in counteractive ways and perhaps cause the abortion of the project. As a result, information is most often withheld, decisions in progress are kept secret; an ‘underground’ strategy is developed. The purpose of this article is to show that the most successful divestments are precisely those where line management's co-operation has been elicited at very early stages and to suggest that such a participative management mode is likely to produce better results. Our research, based on the study of 14 divestments in the US and Europe (see Appendix), thus shows that the division manager is a key person on the divestment chess-board and accomplishes varied missions.