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  1. Exploring the Process of Ethical Leadership: The Mediating Role of Employee Voice and Psychological Ownership. [REVIEW]James B. Avey, Tara S. Wernsing & Michael E. Palanski - 2012 - Journal of Business Ethics 107 (1):21-34.
    The study of ethical leadership has emerged as an important topic for understanding the effects of leadership in organizations. In a study with 845 working adults across multiple organizations, the relationships between ethical leadership with positive employee outcomes were examined. Results suggest that ethical leadership is related to both psychological well-being and job satisfaction in employees, but the processes are different. Employee voice mediated the relationship between ethical leadership and psychological well-being. Feelings of psychological ownership mediated the relationship between ethical (...)
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  • Role Conflict, Mindfulness, and Organizational Ethics in an Education-Based Healthcare Institution.Sean Valentine, Lynn Godkin & Philip E. Varca - 2010 - Journal of Business Ethics 94 (3):455 - 469.
    Role conflict occurs when a job possesses inconsistent expectations incongruent with individual beliefs, a situation that precipitates considerable frustration and other negative work outcomes. Increasing interest in processes that reduce role conflict is, therefore, witnessed. With the help of information collected from a large sample of individuals employed at an education-based healthcare institution, this study identified several factors that might decrease role conflict, namely mindfulness and organizational ethics. In particular, the results indicated that mindfulness was associated with decreased role conflict, (...)
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  • Ethics training and businesspersons' perceptions of organizational ethics.Sean Valentine & Gary Fleischman - 2004 - Journal of Business Ethics 52 (4):381 - 390.
    Ethics training is commonly cited as a primary method for increasing employees ethical decision making and conduct. However, little is known about how the presence of ethics training can enhance other components of an organization's ethical environment such as employees perception of company ethical values. Using a national sample of 313 business professionals employed in the United States, the relationship between ethics training and perceived organizational ethics was explored. The results of the analysis provide significant statistical support for the notion (...)
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  • The Quest to improve the human condition: The first 1 500 articles published in journal of business ethics. [REVIEW]Denis Collins - 2000 - Journal of Business Ethics 26 (1):1 - 73.
    In 1999, the Journal of Business Ethics published its 1 500th article. This article commemorates the journal's quest "to improve the human condition" (Michalos, 1988, p. 1) with a summary and assessment of the first eighteen volumes. The first part provides an overview of JBE, highlighting the journal's growth, types of methodologies published, and the breadth of the field. The second part provides a detailed account of the quantitative research findings. Major research topics include (1) prevalence of ethical behavior, (2) (...)
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  • Do ethical leaders enhance employee ethical behaviors?: Organizational justice and ethical climate as dual mediators and leader moral attentiveness as a moderator--Evidence from Iraq's emerging market.Hussam Al Halbusi, Thomas Li-Ping Tang, Kent A. Williams & T. Ramayah - 2022 - Asian Journal of Business Ethics 11 (1):105-135.
    Corruption devours profits, people, and the planet. Ethical leaders promote ethical behaviors. We develop a first-stage moderated mediation theoretical model, explore the intricate relationships between ethical leadership and employee ethical behaviors, and treat ethical climate and organizational justice as dual mediators and leaders’ moral attentiveness as a moderator. We investigate leadership from two perspectives—leaders’ self-evaluation of moral attentiveness and members’ perceptions of ethical leadership. We theorize: These dual mediation mechanisms are more robust for high moral leaders than low moral leaders. (...)
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  • Do ethical leaders enhance employee ethical behaviors Organizational justice and ethical climate as dual mediators and leader moral attentiveness as a moderator--Evidence from Iraq's emerging market.Hussam Al Halbusi - 2022 - Asian Journal of Business Ethics 4 (143):1-31.
    Corruption devours profts, people, and the planet. Ethical leaders promote ethical behaviors. We develop a frst-stage moderated mediation theoretical model, explore the intricate relationships between ethical leadership (member rated, Time 1) and employee ethical behaviors (leader rated, Time 3), and treat ethical climate and organizational justice (member rated,Time 2) as dual mediators and leaders’ moral attentiveness (leader rated, Time 3) as a moderator. We investigate leadership from two perspectives—leaders’ self-evaluation of moral attentiveness and members’ perceptions of ethical leadership. We theorize: (...)
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  • The Impact of Corporate Ethical Values and Enforcement of Ethical Codes on the Perceived Importance of Ethics in Business: A Comparison of U.S. and Spanish Managers.Scott J. Vitell & Encarnación Ramos Hidalgo - 2006 - Journal of Business Ethics 64 (1):31-43.
    This two country study examines the effect of corporate ethical values and enforcement of a code of ethics on perceptions of the role of ethics in the overall success of the firm. Additionally, the impact of organizational commitment and of individual variables such as ethical idealism and relativism was examined. The rationale for examining the perceived importance of the role of ethics in this manner is to determine the extent to which the organization itself can influence employee perceptions regarding ethics (...)
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  • Catering to the Needs of an Aging Workforce: The Role of Employee Age in the Relationship Between Corporate Social Responsibility and Employee Satisfaction.Barbara Wisse, Rob van Eijbergen, Eric F. Rietzschel & Susanne Scheibe - 2018 - Journal of Business Ethics 147 (4):875-888.
    Contemporary organizations often reciprocate to society for using resources and for affecting stakeholders by engaging in corporate social responsibility. It has been shown that CSR has a positive impact on employee attitudes. However, not all employees may react equally strongly to CSR practices. Based on socio-emotional selectivity theory, we contend that the effect of CSR on employee satisfaction will be more pronounced for older than for younger employees, because CSR practices address those emotional needs and goals that are prioritized when (...)
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  • Corporate Ethical Values, Group Creativity, Job Satisfaction and Turnover Intention: The Impact of Work Context on Work Response. [REVIEW]Sean Valentine, Lynn Godkin, Gary M. Fleischman & Roland Kidwell - 2011 - Journal of Business Ethics 98 (3):353 - 372.
    A corporate culture strengthened by ethical values and other positive business practices likely yields more favorable employee work responses. Thus, the purpose of this study was to assess the degree to which perceived corporate ethical values work in concert with group creativity to influence both job satisfaction and turnover intention. Using a self-report questionnaire, information was collected from 781 healthcare and administrative employees working at a multi-campus education-based healthcare organization. Additional survey data was collected from a comparative convenience sample of (...)
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  • Virtuous individuals, organizations and political economy: A new age theological alternative to capitalism. [REVIEW]Denis Collins - 2000 - Journal of Business Ethics 26 (4):319 - 340.
    With the dramatic collapse of bureaucratic dictatorial socialism, Business Ethicists need an antithesis to capitalism to enrich our reformist writings. Reliance on self-regulation and requesting that business executives behave in a socially responsible manner are necessary, but not sufficient, conditions for creating a "good society." The purpose of this article is to introduce readers to the works of two new age theologians – Neale Donald Walsch and Reverend Sun Myung Moon – who offer an alternative vision and paradigm for understanding (...)
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  • The Relationship among Ethical Climate Types, Facets of Job Satisfaction, and the Three Components of Organizational Commitment: A Study of Nurses in Taiwan.Ming-Tien Tsai & Chun-Chen Huang - 2008 - Journal of Business Ethics 80 (3):565-581.
    The high turnover of nurses has become a global problem. Several studies have proposed that nurses' perceptions of the ethical climate of their organization are related to higher job satisfaction and organizational commitment, and thus lead to lower turnover. However, there is limited empirical evidence supporting a relationship between different types of ethical climate within organizations and facets of job satisfaction. Furthermore, no published studies have investigated the impact of different types of ethical climate on the three components of organizational (...)
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  • The Effects of Institutional Corporate Social Responsibility on Bank Loans.Shyam Kumar, Pamela Harper & Bill Francis - 2018 - Business and Society 57 (7):1407-1439.
    The authors study the impact of institutional corporate social responsibility —defined as CSR targeted at a borrowing firm’s secondary stakeholders—on bank loans. Findings suggest that higher levels of institutional CSR are associated with lower levels of interest rates and loan spreads. In addition, institutional CSR also tempers the positive impact of loan maturity and firm leverage on interest rates and loan spread. These effects were strongest among firms that demonstrated sustained performance, rather than among firms that showed mixed performance in (...)
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  • Improving the “Leader–Follower” Relationship: Top Manager or Supervisor? The Ethical Leadership Trickle-Down Effect on Follower Job Response.Pablo Ruiz, Carmen Ruiz & Ricardo Martínez - 2011 - Journal of Business Ethics 99 (4):587-608.
    Since time immemorial, the phenomenon of leadership and its understanding has attracted the attention of the business world because of its important role in human groups. Nevertheless, for years efforts to understand this concept have only been centred on people in leadership roles, thus overlooking an important aspect in its understanding: the necessary moral dimension which is implicit in the relationship between leader and follower. As an illustrative example of the importance of considering good morality in leadership, an empirical study (...)
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  • The Impact of Perceived Organizational Ethical Climate on Work Satisfaction.Meral Elçi & Lütfihak Alpkan - 2009 - Journal of Business Ethics 84 (3):297-311.
    This empirical study investigates the effects of nine ethical climate types (self-interest, company profit, efficiency, friendship, team interest, social responsibility, personal morality, company rules and procedures, and lastly laws and professional codes) on employee work satisfaction. The ethical climate typology developed by Victor and Cullen (in W. C. Frederick (ed.) Research in Corporate Social Performance and Policy, 1987; Administrative Science Quarterly 33, 101–125, 1988) is tested on a sample of staff and managers from 62 different telecommunication firms in Turkey. The (...)
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  • The Impact of Perceived Leader Integrity on Subordinates in a Work Team Environment.Darin W. White & Emily Lean - 2008 - Journal of Business Ethics 81 (4):765-778.
    Over the last decade, the increased use of work teams within organizations has been one of the most influential and far-reaching trends to shape the business world. At the same time, corporations have continued to struggle with increased unethical employee behavior. Very little research has been conducted that specifically examines the developmental aspects of employee ethical decision-making in a team environment. This study examines the impact of a team leader’s perceived integrity on his or her subordinates’ behavior. The results, which (...)
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  • Ethics Programs, Perceived Corporate Social Responsibility and Job Satisfaction.Sean Valentine & Gary Fleischman - 2007 - Journal of Business Ethics 77 (2):159-172.
    Companies offer ethics codes and training to increase employees' ethical conduct. These programs can also enhance individual work attitudes because ethical organizations are typically valued. Socially responsible companies are likely viewed as ethical organizations and should therefore prompt similar employee job responses. Using survey information collected from 313 business professionals, this exploratory study proposed that perceived corporate social responsibility would mediate the positive relationships between ethics codes/training and job satisfaction. Results indicated that corporate social responsibility fully or partially mediated the (...)
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  • Ethics Training in the Indian IT Sector: Formal, Informal or Both?Pratima Verma, Siddharth Mohapatra & Jan Löwstedt - 2016 - Journal of Business Ethics 133 (1):73-93.
    Ethics training—an important means to foster ethical decision-making in organisations—is carried out formally as well as informally. There are mixed findings as regards the effectiveness of formal versus informal ethics training. This study is one of its first kinds in which we have investigated the effectiveness of ethics training as it is carried out in the Indian IT sector. We have collected the views of Indian IT industry professionals concerning ethics training, and employed positivist and interpretive research. We first have (...)
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  • Ethical Context and Ethical Decision Making: Examination of an Alternative Statistical Approach for Identifying Variable Relationships.Sean Valentine, Seong-Hyun Nam, David Hollingworth & Callie Hall - 2014 - Journal of Business Ethics 124 (3):509-526.
    The purpose of this study was to investigate the relationship between organizational ethical context and the individual ethical decision-making process. In addition, a new statistical approach combining cluster and discriminant analyses was developed to overcome violations of regression assumptions, which are commonly not identified and/or ignored in behavioral and psychological research. Using regressions and this new alternative method, the findings indicated that ethical context does indeed influence the various components of ethical reasoning. However, social desirability was the strongest predictor of (...)
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  • Measuring and Differentiating Perceptions of Supervisor and Top Leader Ethics.Janet L. Kottke & Kathie L. Pelletier - 2013 - Journal of Business Ethics 113 (3):415-428.
    We report the results of two studies that evaluated the perceptions of supervisor and top leader ethics. In our first study, we re-analyzed data from Pelletier and Bligh (J Bus Ethics 67:359–374, 2006) and found that the Perceptions of Ethical Leadership Scale from that study could be used to differentiate perceptions of supervisor and top leader ethics. In a second study with a different sample, we examined the relationships between (1) individual employees’ perceptions of top managers’ and immediate supervisors’ ethical (...)
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  • Understanding the Complex Relationship between Creativity and Ethical Ideologies.Paul E. Bierly Iii, Robert W. Kolodinsky & Brian J. Charette - 2009 - Journal of Business Ethics 86 (1):101 - 112.
    The relationship between individuals' creativity and their ethical ideologies appears to be complex. Applying Forsyth's (1980, 1992) personal moral philosophy model which consists of two independent ethical ideology dimensions, idealism and relativism, we hypothesized and found support for a positive relationship between creativity and relativism. It appears that creative people are less likely than non-creative people to follow universal rules in their moral decision making. However, contrary to our hypothesis and the general stereotype that creative people are less caring about (...)
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  • Catering to the Needs of an Aging Workforce: The Role of Employee Age in the Relationship Between Corporate Social Responsibility and Employee Satisfaction.Susanne Scheibe, Eric Rietzschel, Rob Eijbergen & Barbara Wisse - 2018 - Journal of Business Ethics 147 (4):875-888.
    Contemporary organizations often reciprocate to society for using resources and for affecting stakeholders by engaging in corporate social responsibility. It has been shown that CSR has a positive impact on employee attitudes. However, not all employees may react equally strongly to CSR practices. Based on socio-emotional selectivity theory, we contend that the effect of CSR on employee satisfaction will be more pronounced for older than for younger employees, because CSR practices address those emotional needs and goals that are prioritized when (...)
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  • Positive Job Response and Ethical Job Performance.Sean Valentine, Philip Varca, Lynn Godkin & Tim Barnett - 2010 - Journal of Business Ethics 91 (2):195-206.
    Although many studies have linked job attitudes and intentions to aspects of in-role and extra-role job performance, there has been relatively little attention given to such job responses in the context of employees’ ethical/unethical behavior. The purpose of this study was to investigate a possible relationship between positive job response (conceptualized as job satisfaction and intention to stay) and behavioral ethics. Ninety-two matched manager-employee pairs from a regional branch of a large financial services and banking firm completed survey instruments, with (...)
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  • (2 other versions)A cross‐cultural study of the antecedents of the perceived role of ethics and social responsibility.Scott J. Vitell & Joseph G. P. Paolillo - 2004 - Business Ethics 13 (2-3):185-199.
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  • Understanding Pay Satisfaction: Effects of Supervisor Ethical Leadership on Job Motivating Potential Influence.Pablo Ruiz-Palomino, Francisco J. Sáez-Martínez & Ricardo Martínez-Cañas - 2013 - Journal of Business Ethics 118 (1):31-43.
    Traditionally, research focused on determining the causes of employee pay satisfaction has investigated the influence of job-related inputs, both extrinsic and intrinsic to the job itself. Together with these inputs, pay-related fairness issues have played an important role in explaining the phenomenon. However, few studies consider the factors linked to fairness issues, such as ethical leadership. Because ethical leadership necessarily entails the concept of fairness, it seemingly should have a positive effect. Furthermore, because the presence of supervisor ethical leadership (SEL) (...)
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  • Factors affecting ethical practice of public relations professionals within public relations firms.Eyun-Jung Ki, Junghyuk Lee & Hong-Lim Choi - 2012 - Asian Journal of Business Ethics 1 (2):123 - 141.
    Abstract This study was designed to investigate the factors affecting ethical practices of public relations professionals in public relations firms. In particular, the following organizational ethics factors were examined: (1) presence of ethics code, (2) top management support for ethical practice, (3) ethical climate, and (4) perception of the association between career success and ethical practice. Analysis revealed that the presence of an ethics code along with top management support and a non-egoistic ethical climate within public relations firms significantly influenced (...)
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  • (2 other versions)A cross-cultural study of the antecedents of the perceived role of ethics and social responsibility.Scott J. Vitell & Joseph G. P. Paolillo - 2004 - Business Ethics, the Environment and Responsibility 13 (2-3):185-199.
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  • Business ethics and job-related constructs: A cross-cultural comparison of automotive salespeople.Earl D. Honeycutt, Judy A. Siguaw & Tammy G. Hunt - 1995 - Journal of Business Ethics 14 (3):235 - 248.
    Although a number of articles have addressed ethical perceptions and behaviors, few studies have examined ethics across cultures. This research focuses on measuring the job satisfaction, customer orientation, ethics, and ethical training of automotive salespersons in the U.S. and Taiwan. The relationships of these variables to salesperson performance were also investigated. Ethics training was found to be negatively related to perceived levels of ethicalness and performance. High performance U.S. salespeople reported high ethical behavior, while the opposite was true in Taiwan. (...)
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  • (1 other version)Ethical judgments and intentions: a multinational study of marketing professionals.Scott J. Vitell, Aysen Bakir, Joseph G. P. Paolillo, Encarnacion Ramos Hidalgo, Jamal Al‐Khatib & Mohammed Y. A. Rawwas - 2003 - Business Ethics: A European Review 12 (2):151-171.
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  • A multidimensional analysis of ethical climate, job satisfaction, organizational commitment, and organizational citizenship behaviors.Chun-Chen Huang, Ching-Sing You & Ming-Tien Tsai - 2012 - Nursing Ethics 19 (4):513-529.
    The high turnover of nurses has become a global problem. Several studies have proposed that nurses’ perceptions of the ethical climate of their organization are related to higher job satisfaction and organizational commitment and thus lead to higher organizational citizenship behaviors. This study uses hierarchical regression to understand which types of ethical climate, facets of job satisfaction, and the three components of organizational commitment influence different dimensions of organizational citizenship behaviors. Questionnaires were distributed to 450 nurses, and 352 usable questionnaires (...)
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  • Ethics Training and Businesspersons? Perceptions of Organizational Ethics.Sean Valentine & Gary Fleischman - 2004 - Journal of Business Ethics 52 (4):391-400.
    Ethics training is commonly cited as a primary method for increasing employees' ethical decision making and conduct. However, little is known about how the presence of ethics training can enhance other components of an organization's ethical environment such as employees' perception of company ethical values. Using a national sample of 313 business professionals employed in the United States, the relationship between ethics training and perceived organizational ethics was explored. The results of the analysis provide significant statistical support for the notion (...)
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  • Level of Agreement Between Sales Managers and Salespeople on the Need for Internal Virtue Ethics and a Direct Path from Satisfaction with Manager to Turnover Intent.Kevin J. Shanahan & Christopher D. Hopkins - 2019 - Journal of Business Ethics 159 (3):837-848.
    The nature of the sales manager/salesperson relationship is examined. Our study investigates the level of agreement between sales managers and salespeople on the importance of the salesperson having specific internal virtues in order to do their job properly. Unlike external virtues that can be codified into codes of conduct, internal virtues are traits that cannot be codified but rather are part of the spiritual makeup of the person. Findings suggest that the level of agreement between sales managers and salespeople in (...)
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  • The Role of Ethics and Social Responsibility in Organizational Success: A Spanish Perspective.Scott John Vitell, Encarnación Ramos & Ceri M. Nishihara - 2010 - Journal of Business Ethics 91 (4):467-483.
    Ethics has assumed a dominant position in the current economic debate, and this study focuses on ethics as a legitimate underpinning to good business decision making. Using a self-response survey of marketing managers in Spain, the current theory on ethical decision making is extended. Results support the mediating influence of the PRESOR construct (an individual’s perception of the importance of ethics and social responsibility for the effectiveness of the organization) on relativistic and idealistic moral thinking when one is considering the (...)
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  • Codes of Ethics, Orientation Programs, and the Perceived Importance of Employee Incorruptibility.Sean Valentine & Anthony Johnson - 2005 - Journal of Business Ethics 61 (1):45-53.
    The purpose of this study was to determine the degree to which the review of corporate ethics codes is associated with individuals’ perceptions of the importance of virtue ethics, or more specifically, employee incorruptibility. A convenience sample of individuals working for a university or one of several business organizations located in the Mountain West region of the United States was compiled with a self-report questionnaire. A usable sample of 143 persons representing both the public and private industries was secured for (...)
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  • (1 other version)Ethical judgments and intentions: A multinational study of marketing professionals.Scott J. Vitell, Aysen Bakir, Joseph G. P. Paolillo, Encarnacion Ramos Hidalgo, Jamal Al-Khatib & Mohammed Y. A. Rawwas - 2003 - Business Ethics, the Environment and Responsibility 12 (2):151–171.
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  • Perception of ethical climate and its relationship to nurses' demographic characteristics and job satisfaction.Anny Goldman & Nili Tabak - 2010 - Nursing Ethics 17 (2):233-246.
    In this study, we examined the perception of actual and ideal ethical climate type among 95 nurses working in the internal medicine wards of one central hospital in the state of Israel. We also examined whether nurses’ demographic characteristics influence that perception and if a relationship between perceptions of an actual and an ideal ethical climate type influences nurses’ job satisfaction. A questionnaire composed of three subquestionnaires was administered and the responses analyzed using multiple linear regressions, analysis of variance and (...)
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  • An investigation of moral values and the ethical content of the corporate culture: Taiwanese versus U.s. Sales people. [REVIEW]Neil C. Herndon, John P. Fraedrich & Quey-Jen Yeh - 2001 - Journal of Business Ethics 30 (1):73 - 85.
    An empirical study using two ethics-related and three sales force outcome variables was conducted in Taiwan and compared to an existing U.S. sample. Across the two national cultures, individual perceptions of corporate ethics appears to be a more direct determinant of organizational commitment than individual moral values. Differences between the two national cultures were found in ethics perception as it relates to moral values, job satisfaction, and turnover intention. Explanations for the differences are discussed.
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  • Understanding the Complex Relationship Between Creativity and Ethical Ideologies.Paul E. Bierly, Robert W. Kolodinsky & Brian J. Charette - 2009 - Journal of Business Ethics 86 (1):101-112.
    The relationship between individuals’ creativity and their ethical ideologies appears to be complex. Applying Forsyth’s (1980, 1992) personal moral philosophy model which consists of two independent ethical ideology dimensions, idealism and relativism, we hypothesized and found support for a positive relationship between creativity and relativism. It appears that creative people are less likely than non-creative people to follow universal rules in their moral decision making. However, contrary to our hypothesis and the general stereotype that creative people are less caring about (...)
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  • The Effects of the Perceived Behavioral Integrity of Managers on Employee Attitudes: A Meta-analysis.Anne L. Davis & Hannah R. Rothstein - 2006 - Journal of Business Ethics 67 (4):407-419.
    Perceived behavioral integrity involves the employee’s perception of the alignment of the manager’s words and deeds. This meta-analysis examined the relationship between perceived behavioral integrity of managers and the employee attitudes of job satisfaction, organizational commitment, satisfaction with the leader and affect toward the organization. Results indicate a strong positive relationship overall (average r = 0.48, p<0.01). With only 12 studies included, exploration of moderators was limited, but preliminary analysis suggested that the gender of the employees and the number of (...)
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  • Do company ethics training programs make a difference? An empirical analysis.John Thomas Delaney & Donna Sockell - 1992 - Journal of Business Ethics 11 (9):719 - 727.
    The authors analyze results of a survey of members of the Columbia University Graduate School of Business classes of 1953–1987 in order to assess the potential effectiveness of firms' ethics training programs. Results suggest that such training has a positive effect, but that relatively few firms provide such programs (about one-third of the respondents worked for firms with such programs). Although the sample is not representative of American employees and managers generally, the results suggest that it may be worthwhile for (...)
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  • Liberal Thought in Reasoning on CSR.Ulf Henning Richter - 2010 - Journal of Business Ethics 97 (4):625 - 649.
    In this article, I argue that conventional reasoning on corporate social responsibility (CSR) is based on the assumption of a liberal market economy in the context of a nation state. I build on the study of Scherer and Palazzo (Acad Manage Rev 32(4):1096-1120, 2007), developing a number of criteria to identify elements of liberal philosophy in the ongoing CSR debate. I discuss their occurrence in the CSR literature in detail and reflect on the implications, taking into account the emerging political (...)
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  • A proposed infrastructural model for the establishment of organizational ethical systems.Louis P. White & Long W. Lam - 2000 - Journal of Business Ethics 28 (1):35 - 42.
    We define ethical system infrastructure as being composed of three major factors – means, motivation, and opportunity. Means are defined as organizational rules, policies, and procedures. Motivation focuses upon the values and the interests being pursued by the position occupant and the organizational value system, while opportunity is discussed in terms of the environment in which the dilemma occurs, proposing that position in the hierarchy presents its own unique set of ethical dilemmas. Ethical breeches are discussed in terms of the (...)
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