Consumer Insurance Fraud/Abuse as Co-creation and Co-responsibility: A New Paradigm |
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Authors: | Lesch William C Brinkmann Johannes |
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Institution: | (1) UWIC, Cardiff, UK |
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Abstract: | This article discusses the implications of moral dissonance for managers, and how dissonance induced self justification can
create an amplifying feedback loop and downward spiral of immoral behaviour. After addressing the nature of moral dissonance,
including the difference between moral and hedonistic dissonance, the writer then focuses on dissonance reduction strategies
available to managers such as rationalization, self affirmation, self justification, etc. It is noted that there is a considerable
literature which views the organization as a potentially corrupting institution and a source of acute levels of moral dissonance.
A simplified process model linking immoral behaviour, dissonance and rationalization is mooted, and some recent theories which
question traditional dissonance models, including the free choice paradigm (FCP), are considered. The writer concludes that
in the light of the above mentioned critical theories, it may be assumed that the levels of moral dissonance, and the extent
of rationalization/self justification amongst managers, are more a function of personality and situational factors than previously
assumed. |
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Keywords: | |
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