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  1. Managing for Organizational Integrity.Lynn S. Paine - 1994 - Harvard Business Review 72 (2):106-117.
    An integrity-based approach to ethics management combines a concern for the law with an emphasis on managerial responsibility for ethical behavior. Though integrity strategies may vary in design and scope, all strive to define companies’ guiding values, aspirations, and patterns of thought and conduct. When integrated into the day-to-day operations of an organization, such strategies can help prevent damaging ethical lapses while tapping into powerful human impulses for moral thought and action. Then an ethical framework becomes no longer a burdensome (...)
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  • The influence of ethical fit on employee satisfaction, commitment and turnover.Randi L. Sims & K. Galen Kroeck - 1994 - Journal of Business Ethics 13 (12):939 - 947.
    This study examines the influence of ethical fit on employee attitudes and intentions to turnover. The results of this investigation provides support for the conjecture that ethical work climate is an important variable in the study of person-organization fit. Ethical fit was found to be significantly related to turnover intentions, continuance commitment, and affective commitment, but not to job satisfaction. Results are discussed in regard to some of the affective and cognitive distinctions among satisfaction, commitment, and behavioral intentions.
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  • (1 other version)The influence of role conflict and self-interest on lying in organizations.Steven L. Grover & Chun Hui - 1994 - Journal of Business Ethics 13 (4):295-303.
    The self-interest paradigm predicts that unethical behavior occurs when such behavior benefits the actor. A recent model of lying behavior, however, predicts that lying behavior results from an individual''s inability to meet conflicting role demands. The need to reconcile the self-interest and role conflict theories prompted the present study, which orthogonally manipulated the benefit from lying and the conflicting role demands. A model integrating the two theories predicts the results, which showed that both elements — self benefit and role conflict (...)
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  • Organizational dependence and the likelihood of complying with organizational pressures to behave unethically.Judy Wahn - 1993 - Journal of Business Ethics 12 (3):245 - 251.
    This paper reports the results of a survey completed by 565 human resource professionals in the Canadian provinces of Alberta and Saskatchewan. The major result suggests that individuals who are more dependent on their employing organizations are more likely to comply with organizational pressures to behave unethically. Factor analysis of our dependent measure of ethical organizational behavior suggested that two distinct constructs were being tapped; furthermore, different variables were found to predict each. The potential for conceptualizing unethical organizational behavior as (...)
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  • Handbook of good business practice.Walter W. Manley - 1992 - London ;: Routledge.
    Business codes and company image If there has been a loss of public confidence in British companies in, misconduct is likely the reason. ...
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