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  1. Perceptions of ethical misconduct scale development.Andrea C. Mendez-Meggison, Alexander T. Jackson & Michael B. Hein - forthcoming - Ethics and Behavior.
    Despite organizational ethical training programs, some employees still engage in unethical behavior. As such, organizational researchers have sought to examine why employees engage in unethical behavior and whether interventions can improve ethical misconduct. While some instruments measure moral development or ethical/unethical behaviors toward the organization, this study utilized a unique scale which evaluates perceptions of ethical misconduct (PEMS). Data from a large Midwestern university, a large Southeastern university, and Amazon’s Mechanical Turk were used in the analyses. An exploratory and confirmatory (...)
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  • Causal and Corrective Organisational Culture: A Systematic Review of Case Studies of Institutional Failure.E. Julie Hald, Alex Gillespie & Tom W. Reader - 2020 - Journal of Business Ethics 174 (2):457-483.
    Organisational culture is assumed to be a key factor in large-scale and avoidable institutional failures. Whilst models such as “ethical culture” and “safety culture” have been used to explain such failures, minimal research has investigated their ability to do so, and a single and unified model of the role of culture in institutional failures is lacking. To address this, we systematically identified case study articles investigating the relationship between culture and institutional failures relating to ethics and risk management. A content (...)
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  • Best practices in ethics management: Insights from a qualitative study in Slovakia.Anna Lašáková, Anna Remišová & Alexandra Bohinská - 2020 - Business Ethics: A European Review 30 (1):54-75.
    Business Ethics: A European Review, EarlyView.
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  • Ethics and compliance programs for a new business narrative: A Kohlberg‐based moral valuing model for diagnosing commitment at the top.Esperanza Hernández-Cuadra & José-Luis Fernández-Fernández - 2024 - Business and Society Review 129 (1):72-95.
    A genuine commitment to ethics and compliance (E&C) programs means that top management adopt them for what they represent and not for other purposes. Only then can they truly build socially responsible behavior and a successful and sustainable business, as stated in the latest international standard for compliance management practice (ISO 37301:2021), which we found to be consistent with a new business narrative as conceptualized in Freeman's work. However, it also requires that top managers place a moral value on these (...)
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