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  1. The Relationship Between Informal Controls, Ethical Work Climates, and Organizational Performance.Sebastian Goebel & Barbara E. Weißenberger - 2017 - Journal of Business Ethics 141 (3):505-528.
    Due to the frequent occurrence of ethical transgressions and unethical employee behaviors, there has lately been an increasing interest in the ethical foundations of contemporary organizations. However, large-scale comprehensive analyses of organizational ethics are still comparatively limited. Our study contributes to both management control and business ethics literature by empirically examining potential antecedents as well as resulting effects of ethical work climates on organizational-level outcomes. Based on a cross-sectional survey among 295 large- and medium-sized companies, we find that more informal (...)
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  • The Impact of Corporate Social Responsibility on Organizational Commitment: Exploring Multiple Mediation Mechanisms. [REVIEW]Omer Farooq, Marielle Payaud, Dwight Merunka & Pierre Valette-Florence - 2014 - Journal of Business Ethics 125 (4):1-18.
    Unlike previous studies that examine the direct effect of employees’ perceived corporate social responsibility (CSR) on affective organizational commitment (AOC), this article examines a mediated link through organizational trust and organizational identification. Social exchange and social identity theory provide the foundation for predictions that the primary outcomes of CSR initiatives are organizational trust and organizational identification, which in turn affect AOC. The test of the research model relies on data collected from 378 employees of local and multinational companies in South (...)
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  • Influence of Organizational Learning and Dynamic Capability on Organizational Performance of Human Resource Service Enterprises: Moderation Effect of Technology Environment and Market Environment.Shuilin Chen & Jianguo Zheng - 2022 - Frontiers in Psychology 13.
    This study aims to explore the influence of organizational learning and dynamic capability on organizational performance of human resource service enterprises with the moderating role of technology environment and market environment. Data were gathered from 360 human resource service enterprises, and applied the hierarchical linear regression method and structural equation model to test the hypotheses. We found that organizational learning has a significantly positive impact on resource integration capability, as well as has a significantly positive impact on resource reconfiguration capability (...)
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  • The Functionality of Gray Area Ethics in Organizations.John G. Bruhn - 2008 - Journal of Business Ethics 89 (2):205-214.
    All organizations have gray areas where the border between right and wrong behavior is blurred, but where a major part of organizational decision-making takes place. While gray areas can be sources of problems for organizations, they also have benefits. The author proposes that gray areas are functional in organizations. Gray areas become problematic when the process for dealing with them is flawed, when gatekeeper managers see themselves as more ethical than their peers, and when leaders, by their own inattention, inaction, (...)
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  • Does an Ethical Work Context Generate Internal Social Capital?David Pastoriza, Miguel A. Arino, Joan E. Ricart & Miguel A. Canela - 2015 - Journal of Business Ethics 129 (1):77-92.
    Ethics has recently gained importance in the debate over social capital creation. The goal of this study is to empirically examine the ethical work context of the firm as an antecedent of the firm’s internal social capital. We build on person–situation interactionist theory to argue that individuals can learn standards of appropriate behavior induced by the ethical work context in which they are embedded. By creating an ethical work context, managers can facilitate the process through which employees learn to feel (...)
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  • Predicting the Factors of Employee Agility Using Enterprise Social Media: The Moderating Role of Innovation Culture.Luteng Zhang, Yan Xu, Chunchun Chen & Rui Zhao - 2022 - Frontiers in Psychology 13.
    This study aims to create a research model that examines how employee agility is affected by enterprise social media usage, and to discuss the moderating role of innovation culture in communication quality, trust, and employee agility using the relational capital theory. Data of 477 Chinese employees from different companies were collected in this study for analysis, and the hypotheses developed were examined. The purpose of this study was to explore the influence mechanism that propels employees’ ESMU, communication quality and trust (...)
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  • Relative Performance Goals and Management Earnings Guidance.Yanrong Jia, Ananth Seetharaman, Yan Sun & Xu Wang - 2023 - Journal of Business Ethics 183 (4):1045-1071.
    We examine managers’ earnings forecasts for evidence of incentive alignment or subversion characteristics. We find that forecasts by managers compensated via relative performance (RP) goals are more likely to be pessimistic and less accurate than those by managers compensated via absolute performance (AP) goals. For firms not issuing earnings forecasts, disclosures in Form 10-Ks are more pessimistic for RP firms than for AP firms. Furthermore, we find that RP firms perform worse than AP firms in terms of future stock returns. (...)
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  • On Establishing Legitimate Goals and Their Performance Impact.Brian T. McCann, Feifei Yang, Chris J. Jackson, Mirjam Goudsmit & George A. Shinkle - 2019 - Journal of Business Ethics 157 (3):731-751.
    We investigate the role of legitimacy in setting organizational goals as a way to address the potential “dark,” unethical side of organizational goal setting. Coupling qualitative and quantitative research methods to better understand legitimacy in goal setting, we first induce novel hypotheses based on observed practice and then provide survey evidence to test the performance implications. Study 1 reports findings based on interviews with twenty-two company executives. We identify attention to goal credibility, prioritization of stakeholders directly involved in the goal’s (...)
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  • Do Board Secretaries Influence Management Earnings Forecasts?Lu Xing, Tinghua Duan & Wenxuan Hou - 2019 - Journal of Business Ethics 154 (2):537-574.
    The role of board secretaries is a unique institutional feature in China. Individuals in this senior executive role are responsible for coordinating information disclosure. We study the impact of board secretaries on management earnings forecasts and find that their legal expertise, accounting expertise and foreign experience help improve management earnings forecast quality. The quality of forecasts, as indicated by their occurrence, frequency, precision and accuracy, is also positively associated with the role duality and equity holdings of board secretaries and negatively (...)
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  • Work Ethic and Ethical Work: Distortions in the American Dream. [REVIEW]Gayle Porter - 2010 - Journal of Business Ethics 96 (4):535 - 550.
    Economic progress in the United States has been attributed to the successful combination of two social structures — capitalism as an economic system and democracy as a political system. At the heart of this interaction is a particular work ethic in which hard work is considered the path to both immediate and future rewards. This article examines the evolution of work ethic in the United States, as well as the returns experienced through various adaptations in the country's history. From this (...)
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  • Does A Trusted Leader Always Behave Better? The Relationship Between Leader Feeling Trusted by Employees and Benevolent and Laissez-Faire Leadership Behaviors.Xingwen Chen, Zheng Zhu & Jun Liu - 2019 - Journal of Business Ethics 170 (3):615-634.
    The concept of _feeling trusted_, which has received far less attention from researchers than _trusting_, refers to the trustee’s awareness of trustor’s exposed vulnerability and positive expectations. Previous research has merely centered on employees’ feeling of being trusted by their leaders and its influences on their work-related outcomes, but there is little work about the impact of leader feeling trusted by employees. Grounded in social exchange theory and moral licensing theory, the current research centers on explaining why leaders’ sense of (...)
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  • Establishing Organizational Ethical Climates: How Do Managerial Practices Work?K. Praveen Parboteeah, Hsien Chun Chen, Ying-Tzu Lin, I.-Heng Chen, Amber Y.-P. Lee & Anyi Chung - 2010 - Journal of Business Ethics 97 (4):599-611.
    Over the past two decades, Victor and Cullen's (Adm Sci Q 33:101-125, 1988) typology of ethical climates has been employed by many academics in research on issues of ethical climates. However, little is known about how managerial practices such as communication and empowerment influence ethical climates, especially from a functional perspective. The current study used a survey of employees from Taiwan's top 100 patent-owning companies to examine how communication and empowerment affect organizational ethical climates. The results confirm the relationship between (...)
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  • The Impact of Ethical Climate on Project Status Misreporting.H. Jeff Smith, Ron Thompson & Charalambos Iacovou - 2009 - Journal of Business Ethics 90 (4):577-591.
    Without complete and accurate status information, a project manager’s ability to monitor progress, allocate resources effectively, and detect and respond to problems is greatly diminished, and this can lead to impaired project performance. Many different factors can contribute to intentional misreporting of status information by project members to the project manager. In this study, the impact of organizational ethical climate was assessed through the analysis of responses from 228 project members drawn from a variety of ongoing information systems projects. Our (...)
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  • Does it Pay to Be Ethical? Examining the Relationship Between Organisations’ Ethical Culture and Innovativeness.Elina Riivari & Anna-Maija Lämsä - 2014 - Journal of Business Ethics 124 (1):1-17.
    In this article, we examine the relationship between ethical organisational culture and organisational innovativeness. A quantitative empirical analysis is based on a survey of a total of 719 respondents from all levels of three Finnish organisations, both general staff and managers. The organisations belong to both the private and public sectors. The results of this study show that organisations’ ethical culture is associated with their organisational innovativeness, and that different dimensions of ethical culture are associated with different dimensions of organisational (...)
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  • The Information Role of Earnings Conference Call Tone: Evidence from Stock Price Crash Risk.Xi Fu, Xiaoxi Wu & Zhifang Zhang - 2019 - Journal of Business Ethics 173 (3):643-660.
    This paper investigates whether and how the disclosure tone of earnings conference calls predicts future stock price crash risk. Using US public firms’ conference call transcripts from 2010 to 2015, we find that firms with less optimistic tone of year-end conference calls experience higher stock price crash risk in the following year. Additional analyses reveal that the predictive power of tone is more pronounced among firms with better information environment and lower managerial equity incentives, suggesting that extrinsic motivations for truthful (...)
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  • Effect of Ethical Climate on Turnover Intention: Linking Attitudinal- and Stress Theory.Jay P. Mulki, Jorge F. Jaramillo & William B. Locander - 2008 - Journal of Business Ethics 78 (4):559-574.
    Attitudinal- and stress theory are used to investigate the effect of ethical climate on job outcomes. Responses from 208 service employees who work for a country health department were used to test a structural model that examines the process through which ethical climate (EC) affects turnover intention (TI). This study shows that the EC–TI relationship is fully mediated by role stress (RC), interpersonal conflict (IC), emotional exhaustion (EE), trust in supervisor (TS), and job satisfaction (JS). Results show that EC reduces (...)
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  • Men, Mammals, or Machines? Dehumanization Embedded in Organizational Practices.Tuure Väyrynen & Sari Laari-Salmela - 2018 - Journal of Business Ethics 147 (1):95-113.
    The present study combines dehumanization research with the concept of organizational trust to examine how employees perceive various types of maltreatment embedded within the organizational practices that form the ethical climate of an organization. With the help of grounded theory methodology, we analyzed 188 employment exit interview transcripts from an ICT subcontracting company. By examining perceived trustworthiness and perceived humanness, we found that dehumanizing employees can deteriorate trust within organizations. The violations found in the empirical material were divided into animalistic (...)
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  • (1 other version)Creating Sustainable Corporate Value: A Case Study of Stakeholder Relationship Management in China.Zhuang Cai & Peter Wheale - 2004 - Business and Society Review 109 (4):507-547.
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  • Understanding and Managing Responsible Innovation.Hans Bennink - 2020 - Philosophy of Management 19 (3):317-348.
    As a relational concept, responsible innovation can be made more tangible by asking innovation of what and responsibility of whom for what? Arranging the scattered field of responsible innovation comprehensively, starting from an anthropological point of view, into five fields of tension and five categories of spearheads, may be theoretically and practically helpful while offering suggestions for both research and management.
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  • Corporate Social Responsibility and Management Forecast Accuracy.Dongyoung Lee - 2017 - Journal of Business Ethics 140 (2):353-367.
    This study examines the association between corporate social responsibility and management forecast accuracy. Using data from 1995 to 2009, we find that firms provide more accurate earnings forecasts in the face of CSR activities. We also find that the positive association between CSR and management forecast accuracy is only present for the post-regulation period of 2001–2009, after the introduction of disclosure regulations intended to mitigate managers’ opportunistic behavior. These findings are consistent with the notion that managers strive to improve the (...)
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