Jones's (1991) issue-contingent model of ethical decision making posits that six dimensions of moral intensity influence decision markers' recognition of an issue as a moral problem and subsequent behavior. He notes that "organizational settings present special challenges to moral agents" (1991, p. 390) and that organizational factors affect "moral decision making and behavior at two points: establishing moral intent and engaging in moral behavior" (1991, p. 391). This model, however, minimizes both the impact of organizational setting and organizational factors on (...) these experiences of ethical issues. In this theory, context is modeled as affecting the moral intent and behavior of the actor rather than directly affecting the issue's moral intensity. Here we look specifically at the effect of context on the moral intensity of ethical issues through a phenomenological study. Our results indicate that in certain environments, context may be critical in affecting the moral intensity of ethical issues. Thus, researchers should consider it more fully when assessing these issues' moral intensity. (shrink)

This review summarizes and critiques the empirical ethical decision-making literature from 1996-2003. One hundred and seventy-four articles were published in top business journals during this period. Tables are included that summarize the findings by dependent variable - awareness, judgment, intent, and behavior. We compare this review with past reviews in order to draw conclusions regarding trends in the ethical decision-making literature and to surface directions for future research.

This review summarizes and critiques the empirical ethical decision-making literature from 1996–2003. One hundred and seventy-four articles were published in top business journals during this period. Tables are included that summarize the findings by dependent variable – awareness, judgment, intent, and behavior. We compare this review with past reviews in order to draw conclusions regarding trends in the ethical decision-making literature and to surface directions for future research.

There is a large tradition of work in moral psychology that explores the capacity for moral judgment by focusing on the basic capacity to distinguish moral violations (e.g. hitting another person) from conventional violations (e.g. playing with your food). However, only recently have there been attempts to characterize the cognitive mechanisms underlying moral judgment (e.g. Cognition 57 (1995) 1; Ethics 103 (1993) 337). Recent evidence indicates that affect plays a crucial role in mediating the capacity to draw the moral/conventional distinction. (...) However, the prevailing account of the role of affect in moral judgment is problematic. This paper argues that the capacity to draw the moral/conventional distinction depends on both a body of information about which actions are prohibited (a Normative Theory) and an affective mechanism. This account leads to the prediction that other normative prohibitions that are connected to an affective mechanism might be treated as non-conventional. An experiment is presented that indicates that “disgust” violations (e.g. spitting at the table), are distinguished from conventional violations along the same dimensions as moral violations. (shrink)

Research on moral judgment has been dominated by rationalist models, in which moral judgment is thought to be caused by moral reasoning. The author gives 4 reasons for considering the hypothesis that moral reasoning does not cause moral judgment; rather, moral reasoning is usually a post hoc construction, generated after a judgment has been reached. The social intuitionist model is presented as an alternative to rationalist models. The model is a social model in that it deemphasizes the private reasoning done (...) by individuals and emphasizes instead the importance of social and cultural influences. The model is an intuitionist model in that it states that moral judgment is generally the result of quick, automatic evaluations (intuitions). The model is more consistent than rationalist models with recent findings in social, cultural, evolutionary, and biological psychology, as well as in anthropology and primatology. (shrink)

While the influence of emotion on individuals'' ethical decisions has been identified by numerous researchers, little is known about how emotions influence individuals'' ethical decision process. Thus, it is not clear whether different emotions promote and/or discourage ethical decision-making in the workplace. To address this gap, this paper develops a model that illustrates how emotion affects the components of individuals'' ethical decision-making process. The model is developed by integrating research findings that consider the two dimensions of emotion, arousal and feeling (...) state, into an applied cognitive-developmental perspective on the process of ethical decision-making. The model demonstrates that certain emotional states influence the individual''s propensity to identify ethical dilemmas, facilitate the formation of the individual''s prescriptive judgments at sophisticated levels of moral development, lead to ethical decision choices that are consistent with the individual''s prescriptive judgements, and promote the individual''s compliance with his or her ethical decision choices. In particular, the model suggests that individuals experiencing arousal and positive affect resolve ethical dilemmas in a manner consistent with more sophisticated cognitive moral structures. Implications for theory and practice are discussed. (shrink)

Despite becoming one of the most active research areas in organizational behavior, the field of organizational justice has stayed at a safe distance from moral questions of values, as well as from critical questions regarding the implications of fairness considerations on the status quo of power relations in today’s organizations. We argue that both organizational justice research and the managerial practices it informs lack reflexivity. This manifests itself in two possible hypocrisies of fairness. Managers may apply organizational justice knowledge but (...) fail to increase the actual levels of fairness in employment relations. Researchers, on the other hand, may claim to promote fairness through their work while actually providing managers with tools that enable or even encourage them to feed the hypocrisy of fairness identified above. As␣part of our argument, we identify three types of mechanisms managers may use to influence and manage the formation of fairness perceptions. We consider how the exercise of power is related to the potential application of organizational justice knowledge across individual, interpersonal and social levels. Our approach makes power dynamics and moral implications salient, and questions the purely subjectivist view of justice researchers that deliberately discards normative aspects. The questions opened up by considering alternative mechanisms for creating fairness perceptions have led us to formulate a research agenda for organizational justice research that takes multiple stakeholder interests, power dynamics and ethical implications into account. We believe that the fields of organizational justice and normative justice can benefit from combined research. (shrink)

This paper examines the relationship between organizational ethical culture in two large international CPA firms, auditors'' personal values and the ethical orientation that those values dictate, and judgments in ethical dilemmas typical of those that accountants face. Using an experimental task consisting of multiple judgments designed to vary in "moral intensity" (Jones, 1991), and unique as well as tried-and-true approaches to variable measurements, this study examined the judgments of more than three hundred participants in our study. ANCOVA and path analysis (...) results indicate that: (1) Ethical judgments in situations of high moral intensity are affected by personal values and by environmental variables, such as the professional code of conduct (direct and indirect effects) and previous ethics instruction (direct effect only). (2) Corporate ethical culture, and a relatively strong firm rules-orientation, affect auditors'' idealism but not relativism, and therefore indirectly affect ethical judgments. Jones'' (1991) moral intensity argument is supported: differences in the characteristics of specific judgment tasks apparently result in different decision processes. (shrink)

Management scholars and social scientists investigate dynamics of subjective fairness perceptions in the workplace under the umbrella term “organizational justice.” Philosophers and ethicists, on the other hand, think of justice as a normative requirement in societal relationships with conflicting interests. Both ways of looking at justice have neither remained fully separated nor been clearly integrated. It seems that much could be gained and learned by more closely integrating the ethical and the empirical fields of justice. On the other hand, it (...) may simply not be possible to bridge the divide between the subjective empirical and the normative prescriptive justice as both fields pose different questions and rely on different assumptions and methods. In this paper, we propose a “reconciliation” model, as a third way of considering justice in the workplace, taking into account normative and psychological issues pertaining to justice. Through applying a reconciliation model, we provide a new way of looking at the interconnections between justice philosophy and organizational justice that could advance future research in both fields. Our model also implies that justice researchers can and should be concerned with the moral implications of their own subject of research. (shrink)

ABSTRACT:Scholars studying organizational justice have been slow to incorporate insights from behavioral ethics research, despite the fields’ conceptual affinities. We maintain that this stems from differences in the paradigmatic approaches taken by scholars in each area. First, justice research historically has assumed that individuals are motivated by a desire for instrumental control of worthwhile outcomes or by a concern with social status, while behavioral ethics has paid more attention to the role of internalized moral convictions and duties. Second, organizational justice (...) researchers have investigated one set of individual differences, behavioral researchers have examined another. Third, justice scholars focus on social identities while behavioral ethics scholars also investigate moral identities. As an impetus to future inquiry, our review attends to contemporary organizational justice research that takes into account concepts derived from behavioral ethics. In so doing we hope to highlight an avenue for integrative scholarship that will further our understanding of organizational justice. (shrink)

Dimensions of the ethical work climate, as conceptualized by Victor and Cullen (1988), are potentially important influences on individual ethical decision-making in the organizational context. The present study examined the direct and indirect effects of individuals' perceptions of work climate on their ethical judgments and behavioral intentions regarding an ethical dilemma. A national sample of marketers was surveyed in a scenario-based research study. The results indicated that, although perceived climate dimensions did not have a direct effect on behavioral intentions, there (...) were significant moderating effects. Climates perceived as emphasizing social responsibility and rules/codes moderated the individual ethical judgment-behavioral intentions relationship such that individuals were less likely to say that they would engage in a questionable selling practice even when they themselves did not believe the practice to be unethical. Respondents were somewhat more likely to form intentions consistent with their judgment that the questionable practice was morally acceptable when the ethical climate was characterized by an emphasis on team/friendship. (shrink)

Our brains were designed for tribal life, for getting along with a select group of others and for fighting off everyone else. But modern times have forced the world’s tribes into a shared space, resulting in epic clashes of values along with unprecedented opportunities. As the world shrinks, the moral lines that divide us become more salient and more puzzling. We fight over everything from tax codes to gay marriage to global warming, and we wonder where, if at all, we (...) can find our common ground. (shrink)

★正向心理學經典之作 ★?心流之父?契克森米哈伊、?正向心理學之父?塞利格曼等高度評價，國際媒體齊聲推薦！ 啟動你我內在如大象般強大的力量 我們的「心」，是頭放任的大象； 我們的「智」，是具備掌控能力的騎象人， 心與智往往意見相左，各行其是…… 如何破除人象的對峙、拉扯？ 如何引領大象找到人生幸福的方向？ 學會馭象，就能獲得 愛、工作、審美、管理、人際關係、靈性覺醒上的諸多能力！ 強納森．海德把人類思考了兩千多年的問題，歸結為十個假設，放在科學的天平上，探討到底哪些是真理，哪些是謬誤。他融合了心理學、哲學、倫理學、宗教以及人類學等學科知識，並且大量引用了古今中外的哲學、文學與宗 教中有關人心的看法，再用神經科學與社會心理學的研究成果來驗證關於古老的關於幸福的假設。 他認為，人的心理可分為兩半，一半像桀驁不馴的大象，另一半則是理性的騎象人，面對改變時，理智與情感的拉扯就像是「象與騎象人」。這種人象的對峙，不僅會影響我們的決策，也會削弱我們的幸福感。 當我們學會駕馭心中的大象，我們就整合了各個面向的自我，而能全心投入愛、工作、關係、智慧成長中，最終能騎著大象，去到自己心中嚮往的幸福天地。 各界推薦 有人說，尋找人生智慧，要從自己最意想不到的地方開始。 希望每位惜時如金的讀者都可以從《象與騎象人》這本智慧之作中收穫意想不到的感悟。本書無論哪個方面，都能為大家帶來裨益。──全球華人正向心理學協會主席、劍橋大學幸福研究院亞太主任 蘇德中 駕馭內在的力量並不容易，但它值得我們用一生探究和學習。──諮商心理師╱璞成心理學堂總監 蘇絢慧 我個人特別推薦第六章〈愛與依附〉及第九章〈靈性的覺醒〉，作者撰寫的方式具科學實證又能深入淺出，本書確為正向心理學經典之作。──高雄醫學大學正向心理學中心主任 吳相儀 要理解幸福，建議就從跟隨本書作者海德開始吧！──正向心理學之父 馬汀•塞利格曼（Martin E.P. Seligman） 這是一本重要的、可讀性特別強的作品，能給讀者帶來愉悅的享受。──心流之父米 哈里•契克森米哈伊（Mihaly Csikszentmihalyi） 這是一部令人欣喜的作品……是一部源於正向心理學運動、內容充實的智慧之作。──《自然》（Nature） 從來沒有哪本書能如此清晰、如此充滿智慧地展示出對人類境況的理解。──《衛報》（The Guardian） 這本書引人入勝、令人欣慰，充滿了人文關懷與情趣，它將古代文明的洞見與現代心理學知識巧妙地融合在了一起。──《泰晤士報》（The Times of London） 一項鼓舞人心、細緻入微的研究。 ──《人物》（People） 本書能夠引導我們把每一天過得更好，它的觀點新穎、嚴謹、令人鼓舞。──《圖書館雜誌》（ Library Journal ） 作者簡介 強納森．海德（Jonathan Haidt） 現居紐約市，是著名心理學家，在紐約大學史登商學院擔任倫理領導學教授，主要研究如何在組織中運用積極心理學和道德心理學，被稱為「21世紀最不該被忽視的心理學家」。 1992年獲得美國賓州大學社會心理學博士學位後，即於維吉尼亞大學任教十六年之久。自1999年，他活躍參與正向心理學相關的活動，並因而在2001年獲得「鄧普頓獎」（Templeton Prize），是正向心理學先鋒派領袖。 《象與騎象人》一書是他的思想精華，一出版就登上亞馬遜心理學類排行榜榜首，熱銷不墜，更榮獲來自媒體、學界、企業界的各方好評。 譯者簡介 李靜瑤 臺灣大學政治系國際關系組學士，輔仁大學翻譯學研究所碩士。譯有：《象與騎象人》《失竊的未來：生命的隱形浩劫》《億萬商戰》《60秒壓力管理》《百事達傳奇》等。.

Dimensions of the ethical work climate, as conceptualized by Victor and Cullen (1988), are potentially important influences on individual ethical decision-making in the organizational context. The present study examined the direct and indirect effects of individuals' perceptions of work climate on their ethical judgments and behavioral intentions regarding an ethical dilemma. A national sample of marketers was surveyed in a scenario-based research study. The results indicated that, although perceived climate dimensions did not have a direct effect on behavioral intentions, there (...) were significant moderating effects. Climates perceived as emphasizing social responsibility and rules/codes moderated the individual ethical judgment-behavioral intentions relationship such that individuals were less likely to say that they would engage in a questionable selling practice even when they themselves did not believe the practice to be unethical. Respondents were somewhat more likely to form intentions consistent with their judgment that the questionable practice was morally acceptable when the ethical climate was characterized by an emphasis on team/friendship. (shrink)

If a quest for universal ethical standards in journalism is to be productive, we should first be able to articulate an overarching set of universal ethical standards that can apply across cultures, across ethical schools of thought, across professions. In this article I offer 4 likely universal standards that have relevance to journalism, suggesting universal journalism standards can also be identified. Although these and other standards will not be panaceas for the ethical dilemmas journalists often face, they provide needed anchors (...) for decision making. (shrink)

How can one establish if a corporate code of ethics is ethical in terms of its content? One important first step might be the establishment of core universal moral values by which corporate codes of ethics can be ethically constructed and evaluated. Following a review of normative research on corporate codes of ethics, a set of universal moral values is generated by considering three sources: (1) corporate codes of ethics; (2) global codes of ethics; and (3) the business ethics literature. (...) Based on the convergence of the three sources of standards, six universal moral values for corporate codes of ethics are proposed including: (1) trustworthiness; (2) respect; (3) responsibility; (4) fairness; (5) caring; and (6) citizenship. Relying on the proposed set of universal moral values, implications are discussed as to what the content of corporate codes of ethics should consist of. The paper concludes with its limitations. (shrink)

"This book presents a collection of chapters that contribute significantly to the field of business ethics by promoting much needed insights into the motives that drive people to act ethically or unethically. It acknowledges that business ethics plays a pivotal role in the way business is conducted and adds insights derived from a behavioral view that will make us more aware of morality and provide recommendations into how we can improve our actions"--Provided by publisher.

Are disgusting or disrespectful actions judged to be moral violations, even when they are harmless? Stories about victimless yet offensive actions (such as cleaning one's toilet with a flag) were presented to Brazilian and U.S. adults and children of high and low socioeconomic status (N = 360). Results show that college students at elite universities judged these stories to be matters of social convention or of personal preference. Most other Ss, especially in Brazil, took a moralizing stance toward these actions. (...) For these latter Ss, moral judgments were better predicted by affective reactions than by appraisals of harmfulness. Results support the claims of cultural psychology (R.A. Shweder, 1991a) and suggest that cultural norms and culturally shaped emotions have a substantial impact on the domain of morality and the process of moral judgment. Suggestions are made for building cross-culturally valid models of moral judgment. (shrink)