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  1. Implementing Business Ethics.Patrick E. Murphy - 1988 - Journal of Business Ethics 7 (12):907-915.
    This article outlines an approach for implementing business ethics. A company should both organize for ethical business policies and execute them. The organizational dimension refers to structural components including codes of ethics, conferences and training programs and an ethical audit. The corporate culture must support these structural elements with top management playing a central role in implementing ethics. The execution of ethical business policies includes implementation responsibilities and tasks. These responsibilities are leadership in ethics, delegation, communication and motivation of the (...)
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  • Danger signs of unethical behavior: How to determine if your firm is at ethical risk.Robert Allan Cooke - 1991 - Journal of Business Ethics 10 (4):249 - 253.
    This paper is designed to do three things. First, it discusses some of the key trends in business ethics in the academic and corporate communities. Initiatives like the Arthur Andersen Business Ethics Program are noted. Secondly, the paper examines certain basic misconceptions about the field and concludes that the adage that good ethics is good business is still true. Finally, the paper highlights fourteen business attitudes or practices that may put a firm at ethical risk. For example, the paper discusses (...)
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  • Creating a candid corporate culture.Roy Serpa - 1985 - Journal of Business Ethics 4 (5):425 - 430.
    In 1982 Posner and Schmidt surveyed the values of 1400 managers. The survey revealed that honesty was one of the qualities that these managers admired most in themselves. An earlier study by Brennan and Molander indicated that managers believed that honesty in communication was their greatest ethical challenge. If honesty is a prevalent value among managers then why is honesty in communication their greatest ethical challenge? This paper presents an insight into the answer to this question and into the beliefs (...)
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  • Towards Candor, Cooperation, & Privacy in Applied Business Ethics Research.Michael B. Metzger - 1992 - Business Ethics Quarterly 2 (2):207-221.
    Virtually every empirical inquiry of issues relevant to applied business ethics involves the asking of questions that are sensitive, embarrassing, threatening, stigmatizing, or incriminating. Accordingly, questions of this sort are likely to result in unsatisfactory outcomes: 1) many individuals will not respond; and/or, 2) many individuals will not respond candidly. An obvious objective, then, is to use a method to collect information which increases participation, provides absolute anonymity, and does not jeopardize subjects' privacy. The randomized response technique (RRT) is a (...)
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  • Ethics Training Programs In the Fortune 500.John Kohls, Christi Chapman & Casey Mathieu - 1989 - Business and Professional Ethics Journal 8 (2):55-72.
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  • Corporate ethical performance: Trends, forecasts and outlooks. [REVIEW]L. J. Brooks - 1989 - Journal of Business Ethics 8 (1):31 - 38.
    Executives, professionals, educators and labour leaders are requesting an update on corporate ethical trends. This article presents an examination of why the interest in corporate ethics is growing both in society and in corporations. An analysis follows of how corporations are responding to this interest, and of how that response might be enhanced through improved second-generation codes of ethical performance.
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  • The effectiveness of corporate codes of ethics.Steven Weller - 1988 - Journal of Business Ethics 7 (5):389 - 395.
    While the focus on business ethics is increasing in business school curricula, there has been little systematic scholarly research on the forces which bring about ethical behavior. This article is intended as a first step toward that research by creating a catalogue of hypotheses concerning the efficacy of corporate codes of ethics. The hypotheses are drawn from studies of compliance with law and court decisions and theories of legitimacy, authority, public policy making and individual behavior. Hypotheses are proposed based on (...)
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  • Codes of ethics.George C. S. Benson - 1989 - Journal of Business Ethics 8 (5):305 - 319.
    Partly as a result of much recent evidence of business and government crime, a large proportion of major corporations have adopted codes of ethics; government service is also making more use of them. The electrical manufacturing anti-trust conspiracy and 1973–1976 investigation of foreign and domestic bribery were immediate prods. There are also government codes of which the ASPA code is most widely distributed. Corporate codes discuss relations to employees, interemployee relationships, whistle blowing, effect on environment, commercial bribery, insider information, other (...)
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  • The Ethics Audit.Larry Reynolds - 1991 - Business Ethics: The Magazine of Corporate Responsibility 5 (4):20-22.
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  • The implementation of a code of ethics: The early efforts of one entrepreneur. [REVIEW]Mary Ellen Oliverio - 1989 - Journal of Business Ethics 8 (5):367 - 374.
    Attention is being focused on the tone at the top in businesses in the United States with the publication of the Report of the Commission on Fraudulent Financial Reporting. There has been growing discontent with the quality of ethcial behavior in the business society and at the present moment many American companies are developing — or revising — codes of ethics and establishing procedures for their implementation. Yet, there is some question about the success of such efforts.This article describes the (...)
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