Switch to: References

Add citations

You must login to add citations.
  1. Feelings that Make a Difference: How Guilt and Pride Convince Consumers of the Effectiveness of Sustainable Consumption Choices.Paolo Antonetti & Stan Maklan - 2014 - Journal of Business Ethics 124 (1):117-134.
    A significant body of research concludes that stable beliefs of perceived consumer effectiveness lead to sustainable consumption choices. Consumers who believe that their decisions can significantly affect environmental and social issues are more likely to behave sustainably. Little is known, however, about how perceived consumer effectiveness can be increased. We find that feelings of guilt and pride, activated by a single consumption episode, can regulate sustainable consumption by affecting consumers’ general perception of effectiveness. This paper demonstrates the impact that guilt (...)
    Download  
     
    Export citation  
     
    Bookmark   24 citations  
  • Guilt, Shame, and Reparative Behavior: The Effect of Psychological Proximity. [REVIEW]Majid Ghorbani, Yuan Liao, Sinan Çayköylü & Masud Chand - 2013 - Journal of Business Ethics 114 (2):311-323.
    Research has paid scant attention to reparative behavior to compensate for unintended wrongdoing or to the role of emotions in doing the right thing. We propose a new approach to investigating reparative behavior by looking at moral emotions and psychological proximity. In this study, we compare the effects of moral emotions (guilt and shame) on the level of compensation for financial harm. We also investigate the role of transgressors’ perceived psychological proximity to the victims of wrongdoing. Our hypotheses were tested (...)
    Download  
     
    Export citation  
     
    Bookmark   10 citations  
  • Hubris and Unethical Decision Making: The Tragedy of the Uncommon.Joseph McManus - 2018 - Journal of Business Ethics 149 (1):169-185.
    The research theorizes how hubris impacts ethical decision making and develops empirical evidence that earnings manipulation is more likely at firms led by CEOs influenced by hubris. The theory posits that hubris impairs moral awareness by causing decision makers to ignore external factors that otherwise drive such awareness. Additionally, these individuals apply a flawed subjective assessment of the decision they face which further impairs moral awareness. The predicted result is that hubris leads managers to invoke an amoral decision process which (...)
    Download  
     
    Export citation  
     
    Bookmark   6 citations  
  • Trust, authentic pride, and moral reasoning: a unified framework of relational governance and emotional self‐regulation.Martin Spraggon & Virginia Bodolica - 2014 - Business Ethics: A European Review 24 (3):297-314.
    This conceptual article introduces behavioral perspectives into the governance arena and undertakes a psychological assessment of managerial decision making in organizations by elaborating on the treatment of trust and pride in the extant literature. While trust is conceived by governance scholars as a device for monitoring relationships with others, we argue that authentic pride, contrary to hubris, could operate as an attribute of emotional self-regulation allowing corporate leaders to govern the social behavior of their own self. Contrasting the features of (...)
    Download  
     
    Export citation  
     
    Bookmark   8 citations  
  • On Ethically Solvent Leaders: The Roles of Pride and Moral Identity in Predicting Leader Ethical Behavior.Stacey Sanders, Barbara Wisse, Nico W. Van Yperen & Diana Rus - 2018 - Journal of Business Ethics 150 (3):631-645.
    The popular media has repeatedly pointed to pride as one of the key factors motivating leaders to behave unethically. However, given the devastating consequences that leader unethical behavior may have, a more scientific account of the role of pride is warranted. The present study differentiates between authentic and hubristic pride and assesses its impact on leader ethical behavior, while taking into consideration the extent to which leaders find it important to their self-concept to be a moral person. In two experiments (...)
    Download  
     
    Export citation  
     
    Bookmark   9 citations