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  1. Why Managers Fail to do the Right Thing: An Empirical Study of Unethical and Illegal Conduct.N. Craig Smith, Sally S. Simpson & Chun-Yao Huang - 2007 - Business Ethics Quarterly 17 (4):633-667.
    ABSTRACT:We combine prior research on ethical decision-making in organizations with a rational choice theory of corporate crime from criminology to develop a model of corporate offending that is tested with a sample of U.S. managers. Despite demands for increased sanctioning of corporate offenders, we find that the threat of legal action does not directly affect the likelihood of misconduct. Managers’ evaluations of the ethics of the act, measured using a multidimensional ethics scale, have a significant effect, as do outcome expectancies (...)
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  • The Impact of Situational Influences on Corruption in Organizations.Tanja Rabl - 2011 - Journal of Business Ethics 100 (1):85 - 101.
    The literature states that both situational and individual factors contribute to corrupt behavior. This study investigates the influence of rarely empirically investigated situational factors - the size of the bribe, time pressure, and the degree of abstractness of the business code - on the Model of Corrupt Action that describes the subjective decision making process of corrupt actors. To test the effects, I used an experimental simulation design. Only few effects were found. Thus, my results show a certain robustness of (...)
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  • Character-Infused Ethical Decision Making.Brenda Nguyen & Mary Crossan - 2022 - Journal of Business Ethics 178 (1):171-191.
    Despite a growing body of research by management scholars to understand and explain failures in ethical decision making (EDM), misconduct prevails. Scholars have identified character, founded in virtue ethics, as an important perspective that can help to address the gap in organizational misconduct. While character has been offered as a valid perspective in EDM, current theorizing on how it applies to EDM has not been well developed. We thus integrate character, founded in virtue ethics, into Rest’s (1986) EDM model to (...)
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  • Why Managers Fail to do the Right Thing: An Empirical Study of Unethical and Illegal Conduct.N. Craig Smith, Sally S. Simpson & Chun-Yao Huang - 2007 - Business Ethics Quarterly 17 (4):633-667.
    ABSTRACT:We combine prior research on ethical decision-making in organizations with a rational choice theory of corporate crime from criminology to develop a model of corporate offending that is tested with a sample of U.S. managers. Despite demands for increased sanctioning of corporate offenders, we find that the threat of legal action does not directly affect the likelihood of misconduct. Managers’ evaluations of the ethics of the act, measured using a multidimensional ethics scale, have a significant effect, as do outcome expectancies (...)
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  • A Model of Ethical Decision Making: The Integration of Process and Content.Roselie McDevitt, Catherine Giapponi & Cheryl Tromley - 2006 - Journal of Business Ethics 73 (2):219-229.
    We develop a model of ethical decision making that integrates the decision-making process and the content variables considered by individuals facing ethical dilemmas. The process described in the model is drawn from Janis and Mann’s [1977, Decision Making: A Psychological Analysis of Conflict Choice and Commitment (The Free Press, New York)] work describing the decision process in an environment of conflict, choice and commitment. The model is enhanced by the inclusion of content variables derived from the ethics literature. The resulting (...)
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  • Moral Stress: Considering the Nature and Effects of Managerial Moral Uncertainty. [REVIEW]Scott J. Reynolds, Bradley P. Owens & Alex L. Rubenstein - 2012 - Journal of Business Ethics 106 (4):491-502.
    To better illuminate aspects of stress that are relevant to the moral domain, we present a definition and theoretical model of “moral stress.” Our definition posits that moral stress is a psychological state born of an individual’s uncertainty about his or her ability to fulfill relevant moral obligations. This definition assumes a self-and-others relational basis for moral stress. Accordingly, our model draws from a theory of the self (identity theory) and a theory of others (stakeholder theory) to suggest that this (...)
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  • Managers’ Moral Struggle: A Case Study on Ethical Dilemmas and Ethical Decision-making in the Context of Immigration.Ida Okkonen & Tuomo Takala - 2019 - Ethics and Social Welfare 13 (4):392-408.
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