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  1. Business ethics: Conflicts, practices and beliefs of industrial executives. [REVIEW]Scott J. Vitell & Troy A. Festervand - 1987 - Journal of Business Ethics 6 (2):111 - 122.
    This paper presents the responses of 118 executives to a mail survey which examined their views of business ethics and various business practices. In addition to identifying various sources of ethical conflict, current business practices are also examined with respect to how ethical or unethical each is believed to be. Results are also presented which outline executive responses to four ethical business situations. Overall conclusions to the study are outlined, as well as future research needs.
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  • Ethical Leadership and Global Citizenship: Considerations for a Just and Sustainable Future. [REVIEW]Deborah C. Poff - 2010 - Journal of Business Ethics 93 (S1):9 - 14.
    This article discusses issues of social and distributive justice in the context of global capitalism in the twenty-first century and the necessity of incorporating values-clarification and ethical leadership as part of the core curriculum for university graduates.
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  • Levinas, Weber, and a Hybrid Framework for Business Ethics.Payman Tajalli & Steven Segal - 2019 - Philosophy of Management 18 (1):71-88.
    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 (...)
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  • Perceived correlates of illegal behavior in organizations.Terence R. Mitchell, Denise Daniels, Heidi Hopper, Jane George-Falvy & Gerald R. Ferris - 1996 - Journal of Business Ethics 15 (4):439 - 455.
    A survey was conducted of the perceived correlates of illegal abuses in the electronics industry. Human resource directors of thirty-one firms responded to a questionnaire which assessed their perceptions of the degree to which illegal behavior was caused by (1) deficiencies in the moral character of employees (2) the clarity of expectations and standards describing illegal behavior and (3) the presence of reinforcements and punishments contingent on these behaviors. All three variables were related to the frequency of abuses in three (...)
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