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  1. Business Ethics and the Development of Intellectual Capital.Hwan-Yann Su - 2014 - Journal of Business Ethics 119 (1):87-98.
    This paper documents that business ethics has positive impacts upon the development of intellectual capital. Knowledge has become the most important asset of modern businesses, and this study argues that business ethics is associated with the development of intangible knowledge resources—intellectual capital. Businesses with ethical values at the core reinforce ethical conducts and successfully build trust with their various stakeholders, leading to the formation of an ethical and trustworthy corporate culture and a positive corporate environment. Thus, in this reasoning, an (...)
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  • The Effect of Top Management Trustworthiness on Turnover Intentions via Negative Emotions: The Moderating Role of Gender.Sophie Mölders, Prisca Brosi, Matthias Spörrle & Isabell M. Welpe - 2019 - Journal of Business Ethics 156 (4):957-969.
    Based on a field study, this paper explores the differential role that perceived top management trustworthiness has on female and male employees’ negative emotions and turnover intentions in organizations. A theoretical model is established that explicates a negative indirect effect of perceived top management trustworthiness on employee turnover intentions through employee negative emotions. The results reveal that there is a negative relationship between perceived top management trustworthiness and employee negative emotions and resulting turnover intentions and that this effect is stronger (...)
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  • Ethical Duties of Organizational Citizens: Obligations Owed by Highly Committed Employees. [REVIEW]Cam Caldwell, Larry A. Floyd, Ryan Atkins & Russell Holzgrefe - 2012 - Journal of Business Ethics 110 (3):285-299.
    Individuals who demonstrate organizational citizenship behavior (OCB) contribute to their organization’s ability to create wealth, but they also owe their organizations a complex set of ethical duties. Although, the academic literature has begun to address the ethical duties owed by organizational leaders to organizational citizens, very little has been written about the duties owed by those who practice OCB to their organizations. In this article, we identify an array of ethical duties owed by those who engage in extra-role behavior and (...)
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  • Duties Owed to Organizational Citizens – Ethical Insights for Today’s Leader. [REVIEW]Cam Caldwell - 2011 - Journal of Business Ethics 102 (3):343-356.
    Organizational citizenship behavior (OCB) has been widely recognized as a contributor to improving organizational performance and wealth creation. The purpose of this article is to briefly summarize the motives of many employees who exercise OCB and to identify the ethical duties owed by organizational leaders to the highly committed employees with whom they work. After reviewing the nature of OCB and the psychological contracts made with highly committed employees, we then use Hosmer’s framework of ten ethical perspectives to identify how (...)
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  • How Do Large Purchasing Organizations Treat Their Diverse Suppliers? Minority Business Enterprise CEOs’ Perception of Corporate Commitment to Supplier Diversity.Ian Y. Blount - 2021 - Business and Society 60 (7):1708-1737.
    Supplier diversity programs were created in the United States nearly 50 years ago to encourage private sector companies to provide business opportunities to underutilized minority business enterprises. In order to assess the experiences that minority business enterprise CEOs have with large purchasing organizations and their perceptions of justice and commitment of large purchasing organizations to the buyer–supplier relationship (BSR), this study utilizes survey data collected from 206 minority business enterprise CEOs who supply large purchasing organizations that espouse a strong commitment (...)
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  • Suppliers as Stewards? Managing Social Standards in First- and Second-Tier Suppliers.Michael S. Aßländer, Julia Roloff & Dilek Zamantili Nayır - 2016 - Journal of Business Ethics 139 (4):661-683.
    Buyer–supplier relationships are often framed as principal–agent relationships, based on contractual arrangements that temporarily align the goals of both parties. The underlying notion is that the relationship between buyers and suppliers is adversarial in nature and that the supplier, acting in the role of the agent, will take advantage of the principal if not sufficiently controlled. We propose that there is empirically also another type of partnership which reflects the propositions of stewardship theory. According to this theory, suppliers are motivated (...)
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