Switch to: Citations

Add references

You must login to add references.
  1. (1 other version)The challenge of ethical behavior in organizations.Ronald R. Sims - 1992 - Journal of Business Ethics 11 (7):505 - 513.
    This paper is designed to do three things while discussing the challenge of ethical behavior in organization. First, it discusses some reasons why unethical behavior occurs in organization. Secondly, the paper highlights the importance of organizational culture in establishing an ethical climate within an organization. Finally, the paper presents some suggestions for creating and maintaining an ethically-oriented culture.
    Download  
     
    Export citation  
     
    Bookmark   95 citations  
  • The effectiveness of corporate communicative responses to accusations of unethical behavior.Jeffrey L. Bradford & Dennis E. Garrett - 1995 - Journal of Business Ethics 14 (11):875 - 892.
    When corporations are accused of unethical behaviour by external actors, executives from those organizations are usually compelled to offer communicative responses to defend their corporate image. To demonstrate the effect that corporate executives'' communicative responses have on third parties'' perception of corporate image, we present the Corporate Communicative Response Model in this paper. Of the five potential communicative responses contained in this model (no response, denial, excuse, justification, and concession), results from our empirical test demonstrate that a concession is the (...)
    Download  
     
    Export citation  
     
    Bookmark   15 citations  
  • Toward a Better Understanding of Organizational Efforts to Rebuild Reputation Following an Ethical Scandal.Ronald Sims - 2009 - Journal of Business Ethics 90 (4):453-472.
    This article explores the issue of rebuilding an organization’s reputation following an ethical scandal. We divide our discussion into four parts. First, we discuss the concept of reputation. We note its relevance to today’s organizations, offer several contemporary definitions along with highlighting its benefits and downsides. In the second section, we offer the work of anthropologist, Victor Turner, on social drama along with other views on organizational efforts to rebuild their reputation to include reputation management routines. In the third section, (...)
    Download  
     
    Export citation  
     
    Bookmark   17 citations  
  • Organizational Reintegration and Trust Repair after an Integrity Violation: A Case Study.Nicole Gillespie, Graham Dietz & Steve Lockey - 2014 - Business Ethics Quarterly 24 (3):371-410.
    This paper presents a holistic, contextualised case study of reintegration and trust repair at a UK utilities firm in the wake of its fraud and data manipulation scandal. Drawing upon conceptual frameworks of reintegration and organizational trust repair, we analyze the decisions and actions taken by the company in its efforts to restore trust with its stakeholders. The analysis reveals seven themes on the merits of proposed approaches for reintegration after an integrity violation , and novel insights on the role (...)
    Download  
     
    Export citation  
     
    Bookmark   18 citations  
  • A Social Actor Conception of Organizational Identity and Its Implications for the Study of Organizational Reputation.David A. Whetten & Alison Mackey - 2002 - Business and Society 41 (4):393-414.
    The objective of this article is to clarify the conceptual domains of organizational identity, image, and reputation. To initiate this theory development process, we present a “social actor” conception of organizational identity. Identity-congruent definitions of image and reputation are then specified and an integrated model proposed. With the aid of this model, a structural flawin the organizational reputation literature is identified and suitable remedies proposed. In addition, the authors explore the implications of invoking identity and identification in explanations and justifications (...)
    Download  
     
    Export citation  
     
    Bookmark   44 citations  
  • Just Doing Business or Doing Just Business: Google, Microsoft, Yahoo! and the Business of Censoring China’s Internet.Gary Elijah Dann & Neil Haddow - 2008 - Journal of Business Ethics 79 (3):219-234.
    This paper addresses the criticism recently directed at Internet companies who have chosen to do business in China. Currently, in order to conduct business in China, companies must agree to the Chinese government's rule of self-censoring any information the government deems inappropriate. We start by explaining how some of these companies have violated the human rights of Chinese citizens to freely trade information. We then analyze whether the justifications and excuses offered by these companies are sufficient to absolve them of (...)
    Download  
     
    Export citation  
     
    Bookmark   20 citations  
  • A Group Identity Analysis of Organizations and Their Stakeholders: Porosity of Identity and Mobility of Attributes. [REVIEW]Anne Barraquier - 2013 - Journal of Business Ethics 115 (1):45-62.
    I propose an ethnographic study on the incremental transformation of identity. Through an analysis of managerial perceptions of stakeholder influence, I suggest that identity is adaptive rather than enduring and that, to explain adaptive identity, group identity is more appropriate than an organizational identity perspective. The case study uses qualitative data collected in organizations manufacturing flavors and fragrances for the large consumer goods industries. The analysis reveals that attributes shared with clannish stakeholders gradually replace attributes of a claimed identity, and (...)
    Download  
     
    Export citation  
     
    Bookmark   5 citations  
  • (1 other version)The Challenge of Ethical Behavior in Organizations.R. Sims Ronald - 1992 - Journal of Business Ethics 11 (7):505-513.
    This paper is designed to do three things while discussing the challenge of ethical behavior in organization. First, it discusses some reasons why unethical behavior occurs in organization. Secondly, the paper highlights the importance of organizational culture in establishing an ethical climate within an organization. Finally, the paper presents some suggestions for creating and maintaining an ethically-oriented culture.
    Download  
     
    Export citation  
     
    Bookmark   58 citations  
  • The Ethical Context in Organizations: Influences on Employee Attitudes and Behaviors.Donald L. McCabe - 1998 - Business Ethics Quarterly 8 (3):447-476.
    Abstract:This field survey focused on two constructs that have been developed to represent the ethical context in organizations: ethical climate and ethical culture. We first examined issues of convergence and divergence between these constructs through factor analysis and correlational analysis. Results suggested that the two constructs are measuring somewhat different, but strongly related dimensions of the ethical context. We then investigated the relationships between the emergent ethical context factors and an ethics-related attitude (organizational commitment) and behavior (observed unethical conduct) for (...)
    Download  
     
    Export citation  
     
    Bookmark   223 citations  
  • Organizational Justice and Ethics Program “Follow-Through”: Influences on Employees’ Harmful and Helpful Behavior.Gary R. Weaver - 2001 - Business Ethics Quarterly 11 (4):651-671.
    Abstract:Organizational justice and injustice are widely noted influences on employees’ ethical behavior. Corporate ethics programs also raise issues of justice; organizations that fail to “follow-through” on their ethics policies may be perceived as violating employees’ expectations of procedural and retributive justice. In this empirical study of four large corporations, we considered employees’ perceptions of general organizational justice, and their perceptions of ethics program follow-through, in relation to unethical behavior that harms the organization, and to employees’ willingness to help the organization (...)
    Download  
     
    Export citation  
     
    Bookmark   77 citations  
  • Organizational Responses to Negative Evaluation by External Stakeholders.Amy E. Randel, Kimberly S. Jaussi & Stephen S. Standifird - 2009 - Business and Society 48 (4):438-466.
    The authors offer a framework based on the stakeholder, organizational identity, and strategic response literatures to specify how organizational identity influences an organization’s responses to negative evaluation in the public domain by external stakeholders. The framework proposes how the number of organizational identities possessed by an organization and the level of perceived organizational identity threat affect which type of response an organization will adopt. Directions for future research are developed and implications for practicing managers are proposed.
    Download  
     
    Export citation  
     
    Bookmark   4 citations  
  • Organizational Responses to Negative Evaluation by External Stakeholders.Amy Randel - 2009 - Business and Society 48 (4):438-466.
    The authors offer a framework based on the stakeholder, organizational identity, and strategic response literatures to specify how organizational identity influences an organization’s responses to negative evaluation in the public domain by external stakeholders. The framework proposes how the number of organizational identities possessed by an organization and the level of perceived organizational identity threat affect which type of response an organization will adopt. Directions for future research are developed and implications for practicing managers are proposed.
    Download  
     
    Export citation  
     
    Bookmark   7 citations  
  • Production, Information Costs, and Economic Organization.Armen Alchian, Harold Demsetz, Kenneth Arrow, Richard Edwards, Herbert Gintis & Michael C. Jensen - 1983 - Philosophy and Public Affairs 12 (4):354-368.
    Download  
     
    Export citation  
     
    Bookmark   103 citations  
  • Accounting for organizational misconduct.Eugene Szwajkowski - 1992 - Journal of Business Ethics 11 (5-6):401-411.
    Organizational misconduct (white collar, corporate and occupational crime, unethical behavior, rule violations, etc.) is an increasingly important social concern. This paper proposes that a necessary step toward preventing and treating such misconduct is the understanding of the explanations, called accounts, given by the actor. We argue that the theorizing and findings in the literature on accounts can be organized into a 2×2 matrix framework. The first dimension centers on whether or not the actor admits that some net harm is done (...)
    Download  
     
    Export citation  
     
    Bookmark   17 citations  
  • The Concept of Reputational Bliss.Barry M. Mitnick & John F. Mahon - 2007 - Journal of Business Ethics 72 (4):323-333.
    A normative criterion identifying the conditions for a desirable corporate reputation, “reputational optimality,” or “reputational bliss,” is described, and a case developed for its utility and reasonableness as a criterion to apply to real world phenomena. The paper discusses some behavioral patterns under alternative moral positions taken by observers and the firm, critiques some alternative moral principles, and considers some dynamics of moving toward, defending and maintaining, and breaching or breaking reputational bliss.
    Download  
     
    Export citation  
     
    Bookmark   4 citations  
  • Reputation Shifting.John F. Mahon & Barry M. Mitnick - 2005 - Proceedings of the International Association for Business and Society 16:267-272.
    The study of reputation has often focused on the creation of good reputations rather than on the varied means by which reputations are modified, or shifted, and the factors affecting such shifts. This paper develops a theory of reputation shifting and identifies five basic reputational actions, the types of strategic responses that can be taken to manage reputations.
    Download  
     
    Export citation  
     
    Bookmark   1 citation  
  • Modeling Industry Political Dynamics.John F. Mahon & Richard A. McGowan - 1998 - Business and Society 37 (4):390-413.
    The purpose of this article is to extend from the business and society research focus on corporate political strategy and to factor this emphasis into business strategy thinking. The approach taken is to incorporate business and society concepts into a model that parallels Michael Porter's well-known Five Forces Model of business strategy. The applicability of the parallel model for practitioners and academics is then illustrated by using the model to analyze the television violence issue.
    Download  
     
    Export citation  
     
    Bookmark   13 citations