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  1. Virtue and virtuousness in organizations: Guidelines for ascribing individual and organizational moral responsibility.Mihaela Constantinescu & Muel Kaptein - 2021 - Business Ethics, the Environment and Responsibility 30 (4):801-817.
    This article advances research on moral responsibility in organizations by drawing on both philosophical virtue ethics grounded in the Aristotelian tradition and Positive Organizational Scholarship research concerned with virtuousness. The article discusses the very conditions that make possible the realization of virtues and virtuousness, respectively. These conditions ground notions of moral responsibility and the resulting praise or blame on organizational contexts. Thus, we analyze the way individuals and organizations may be ascribed interconnected degrees of retrospective moral responsibility and blame as (...)
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  • “Me” versus “We” in moral dilemmas: Group composition and social influence effects on group utilitarianism.Petru Lucian Curşeu, Oana C. Fodor, Anișoara A. Pavelea & Nicoleta Meslec - 2020 - Business Ethics 29 (4):810-823.
    The paper is one of the first empirical attempts that builds on the moral dilemmas and group rationality literature to explore the way in which group composition with respect to group members’ individual choices in moral dilemmas and social influence processes impact on group moral choices. First individually and then, in small groups, 221 participants were asked to decide on 10 moral dilemmas. Our results show that emergent group level utilitarianism is higher than the average individual utilitarianism, yet, lower than (...)
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  • Exploring the Impact of Leadership Characteristics on Subordinates’ Counterproductive Work Behavior: From the Organizational Cultural Psychology Perspective.Yaoping Shen & Xinghui Lei - 2022 - Frontiers in Psychology 13.
    Counterproductive work behavior is extremely detrimental to an organization and its stakeholders as they impact economic efficiency and damage the atmosphere within the organization. The culture and personality of leaders can affect their behavior, psychology and ability. Leaders are in a position of authority, have resources and decision-making power, and their words and actions are noticed and imitated by employees. From a leadership perspective, an effective way to avoid CWB is to seek ways to reduce in its occurrence and escalation. (...)
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  • Personality and balanced psychological contracts: The mediating roles of epistemic curiosity and rule‐following behavior.Muhammad Mubbashar Hassan, Sajid Bashir, Usman Raja, Patrick Mussel & Sana Aroos Khattak - 2020 - Business Ethics: A European Review 30 (1):102-115.
    Business Ethics: A European Review, EarlyView.
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  • When will an unethical follower receive poor performance ratings? It depends on the leader’s moral characteristics.Guanglei Zhang, Jianghua Mao & Beier Hong - 2022 - Ethics and Behavior 32 (5):413-430.
    ABSTRACT Leaders have been thought to play a vital role in influencing employees’ unethical behavior. However, what happens to leaders and followers in the aftermath of unethical conduct has received little attention in the literature. Drawing from the correspondent inference theory, we examine the conditions under which leaders attribute their followers’ unethical behavior to poor moral character and eventually assign them low performance ratings. Through a two-wave research design and data from 290 matched employee–leader dyads, we found that a leader (...)
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