A heterogeneous survey sample of for-profit, non-profit and government employees revealed that organizational factors but not personal characteristics were significant antecedents of misconduct and job satisfaction. Formal organizational compliance practices and ethical climate were independent predictors of misconduct, and compliance practices also moderated the relationship between ethical climate and misconduct, as well as between pressure to compromise ethical standards and misconduct. Misconduct was not predicted by level of moral reasoning, age, sex, ethnicity, job status, or size and type of organization. (...) Demographic variables predicted job satisfaction and organizational variables added significant incremental variance. Results suggest the importance of promoting a moral organization through the words and actions of senior managers and supervisors, independent of formal mechanisms such as codes of conduct. (shrink)

In this paper we present a theoretical hybrid framework for ethical decision making, drawing upon Emmanuel Levinas’ view on ethics as “first philosophy”, as an inherent infinite responsibility for the other. The pivotal concept in this framework is an appeal to a heightened sense of personal responsibility of the moral actor to provide the ethical context within which conventional approaches to applied business ethics could be engaged. Max Weber’s method of reconciling absolutism and relativism in ethical decision making is adopted (...) to provide the synergy between personal responsibility and contextual realities, forging a coherent framework. The paper concludes by discussing ways that business could make way for the flourishing of ethics of responsibility in individuals. (shrink)

Recently, several articles have asserted that corporate social responsibility programs have gone too far and need to be reigned in. These critics have charged that corporate social responsibility is to be regarded with skepticism and that any changes in corporate accountability should be superficial at best. I will examine a␣number of these objections; I conclude that these critiques are largely ill founded, but that their increasing frequency in popular media is a cause for concern. I argue that these purported objections (...) are better understood as one part of a long-term cycle that generally accompanies positive moral change in institutions. Using the feminist movement as a touchstone, I examine the similarities between backlash against the movement for corporate accountability as compared to backlash against feminists. I␣also suggest ways in which successful strategies adopted by feminists could be used effectively to communicate the aims of those working to increase awareness of business accountability. (shrink)