What makes people behave ethically continues to be at the forefront of business ethics research. The stylistic makeup of the decision-maker has been suspected to influence individual ethical behavior; however, this body of research accounts only for a handful of studies. This paper investigates the influence of decision-making styles as an individual difference on unethical behavior, independently from other personal characteristics. Covering a sample of 230 managers, we utilize the preeminent measures of these two constructs in a self-report survey. Our (...) results suggest that the decision-making styles of managers do influence their ethical behavior. Whereas managers with a dominant rational or spontaneous style behave ethically, having a more intuitive or avoidant makes them behave less ethically. The results also reveal that with higher levels of education, managers become more unethical. This research conveys important implications for management practice, education, and training. (shrink)

This study investigates the relationship among ethical philosophy, thinking style, and managerial ethical decision-making. Based on the premise that business ethics is a function of culture and time, we attempt to explore two important questions as to whether the national differences in managerial ethical philosophies remain over time and whether the relationship between thinking style and ethical decision-making is consistent across different national contexts. We conducted a survey on Korean managers’ ethical decision-making and thinking style and made a cross-cultural, cross-temporal (...) comparison with the results presented by previous studies that surveyed Korean and US managers with the same questionnaire at different points in time. Our analysis revealed that Korean managers have become more reliant on rule utilitarianism for ethical decision-making over the last two decades, which is dominantly used by US managers, corroborating our convergence hypothesis built on social contracts theory. However, as opposed to previous research, we found that managers with a balanced linear and nonlinear thinking style do not necessarily make more ethical decisions compared to those with a predominantly linear or nonlinear thinking style. This study contributes to international business ethics literature by presenting a theoretical framework that may explain the convergence of ethical philosophies employed by managers in different national contexts over time, and that the relationship between thinking style and managerial ethical decision-making may not be universal, but contingent on contextual factors. (shrink)

This study presents the results of an empirical analysis of the relationship between managerial thinking style and ethical decision-making. Data from 200 managers across multiple organizations and industries demonstrated that managers predominantly adopt a utilitarian perspective when forming ethical intent across a series of business ethics vignettes. Consistent with expectations, managers utilizing a balanced linear/nonlinear thinking style demonstrated a greater overall willingness to provide ethical decisions across ethics vignettes compared to managers with a predominantly linear thinking style. However, results comparing (...) the ethical decision-making of balanced thinking managers and nonlinear thinking managers were generally inconsistent across the ethics vignettes. Unexpectedly, managers utilizing a balanced linear/nonlinear thinking style were least likely to adopt an act utilitarian rationale for ethical decision-making across the vignettes, suggesting that balanced thinkers may be more likely to produce ethical decisions by considering a wider range of alternatives and ruling out those that are justified solely on the basis of their outcomes. Implications are discussed for future research and practice related to management education and development, and ethical decision-making theory. (shrink)

The decision making process is an important aspect of the managerial function that is becoming increasingly complex due to technological and global impacts. It is essential, therefore, to understand why various managers approach the decision making process differently. One area that is related to how managers perceive and process the information that is associated with decision making, is that of decision style.It is not enough, however, to explore decision style in isolation, as some of the decisions that managers make often (...) entail ethical components concerning the ability to balance the interests of diverse groups. Moral reasoning is therefore important for every manager, and could impact the decision style that is employed by such managers. The relationship between managerial decision style and moral development is one that could provide unique insights into the area of decision making, yet it is an area that has remained relatively unexplored. (shrink)

This paper is based on a five-year study of the ethical principles considered by executives, middle managers, and students as appropriate guidelines for making decisions. Out of the fourteen principles surveyed, nine seem to be standards that can be applied with no further thought or research required by the decision maker. The other six principles may suggest decisions makers need clearer guidelines as to what to do or what not to do when faced with an ethical dilemma that exists outside (...) defined systems of corporate ethics. (shrink)

The course in business ethics is required by an increasing number of business programs. Accordingly, it seems appropriate to evaluate the text materials used from the perspective of the business student.Relative to early criticisms, recent texts represent considerable improvements in their use of case materials and in the manner by which they involve the student in decision-making situations. However, there are two distortions present in all of the texts examined. First, they concentrate too heavily on cases of a policy, or (...) general management, nature. The result is an inadequate coverage of the functional areas of the firm in which graduates begin their employment. Second, they concentrate too heavily on manufacturing firms, and thus do not introduce students to the ethical problems found where they are most likely to work, in service firms. (shrink)

The morality of tendering practices is an issue of economic and social significance, especially when large government contracts are involved. Criticisms are mostly concentrated around collusive tendering: illegal agreements between tenderers that result in seemingly competitive bids, price fixing or market distribution schemes that circumvent the spirit of free competition and defraud clients. Although collusion has been identified as an endemic malaise of tendering, its behavioural and moral dimensions have not been systematically studied before. The paper addresses this knowledge gap (...) and describes part of an exploratory empirical investigation of the decision-making patterns utilised by estimators in Australia'slargest construction organisations. (shrink)

Exploratory research was undertaken in four locations in the Asia Pacific Rim to investigate the cognitive frameworks used by managers when considering ethical business dilemmas. In addition to culture, gender and organisational dimensions were also studied. Aggregate analysis revealed no significant differences in the cognitive frameworks used by business managers in Hong Kong, Malaysia, New Zealand, and Canada. Of the eight frameworks used in the study four cognitive frameworks appeared to feature predominantly. Utilising the results of regression analysis the most (...) salient cognitive frameworks utilised by managers were identified as; Self Interest, Neutralisation, Justice and Categorial Imperative, with Neutralisation and Self Interest being the most significant among all managers. Religious Conviction and the Light of Day framework (which relates to fear of being exposed) did not feature prominently in the analysis. A few significant differences in the ethical frameworks used by males and females were identified. For males in all four locations Self Interest, Neutralisation and Justice appeared to be dominant frameworks, while considerable variability was seen in the frameworks used by females. Marginally significant differences were observed in the cognitive frameworks used by managers with differing functional responsibilities. Across all locations respondents with general management responsibilities relied predominately on Self Interest, while those with marketing responsibilities utilised Neutralisation. Respondents with an accounting orientation also relied predominately on Neutralisation and Categorial Imperative frameworks. (shrink)

This paper explores the relationship between declining organizations and unethical behavior. Data from a four month long management simulation indicate that declining organizations demonstrate a greater propensity for unethical activities than do more successful companies. The results indicate that: 1) organizations in decline are more likely to be involved in unethical activities; 2) the more severe the decline is, the more unethical the behavior is likely to be; and 3) it is organizational decline and not initial propensities toward unethical conduct (...) that explains the unethical behavior. The paper also discusses the implications of these findings and outlines future streams of research.Honesty is the best policy - When there is money in it. - Mark Twain. (shrink)

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.

A review of ethical literature demonstrates that the material presented to date is largely based upon theoretical and empirical research. While this information has contributory value, the information produced is largely observational rather than practical. Managers are anxious to receive assistance with the mechanisms by which ethics can be integrated into their organisations. Utilising the recent experience of the author with a large utility company in Asia committed to developing an ethical programme to enhance ethical awareness in their organisation, this (...) paper intends to review current systems and procedures available to managers for integrating ethics into business. In addition to reviewing mechanisms for promoting an ethical climate, where appropriate, reference will be made to prior research and specific organisations where these practices have been used successfully. The paper concludes with a set of summary recommendations for managers embarking on the introduction of an ethical programme to their organisation. (shrink)