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  1. Strategic Intervention in Organizations: Resolving Ethical Dilemmas.M. Cash Mathews - 1988 - SAGE Publications.
    Concern over business ethics and ethical dilemmas has grown tremendously during the past decade, causing managers to rethink decisions which can affect both their careers and legal liabilities. Strategic Intervention in Organizations considers many of the issues confronting managers and consumers alike, stressing the importance of careful decision-making. The author analyses the content of 202 codes of ethics written by the highest level officials in major corporations and employs quantitative methods to assess the impact of these codes on corporate behaviour.
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  • Are Corporations Institutionalizing Ethics?W. Michael Hoffman, Ann Lange, Jennifer Mills Moore, Karen Donovan, Paulette Mungillo, Aileene McDonagh, Paula Vanetti & Linda Ledoux - 1986 - Journal of Business Ethics 5 (2):85-91.
    Very little has been done to find out what corporations have done to build ethical values into their organizations. In this report on a survey of 1984 Fortune 1000 industrial and service companies the Center for Business Ethics reveals some facts regarding codes of ethics, ethics committees, social audits, ethics training programs, boards of directors, and other areas where corporations might institutionalize ethics. Based on the survey, the Center for Business Ethics is convinced that corporations are beginning to take steps (...)
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  • Attending to ethics in management.James A. Waters & Frederick Bird - 1989 - Journal of Business Ethics 8 (6):493 - 497.
    Based on analysis of interviews with managers about the ethical questions they face in their work, a typology of morally questionable managerial acts is developed. The typology distinguishes acts committed against-the-firm (non-role and role-failure acts) from those committed on-behalf-of-the-firm (role-distortion and role-as-sertion acts) and draws attention to the different nature of the four types of acts. The argument is made that senior management attention is typically focused on the types of acts which are least problematical for most managers, and that (...)
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  • Business ethics: Conflicts, practices and beliefs of industrial executives. [REVIEW]Scott J. Vitell & Troy A. Festervand - 1987 - Journal of Business Ethics 6 (2):111 - 122.
    This paper presents the responses of 118 executives to a mail survey which examined their views of business ethics and various business practices. In addition to identifying various sources of ethical conflict, current business practices are also examined with respect to how ethical or unethical each is believed to be. Results are also presented which outline executive responses to four ethical business situations. Overall conclusions to the study are outlined, as well as future research needs.
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  • Corporate codes of ethics.Leonard J. Brooks - 1989 - Journal of Business Ethics 8 (2-3):117 - 129.
    The majority of North American corporations awakened to the need for their own ethical guidelines during the late 1970s and early 1980s, even though modern corporations are subject to a surprising multiplicity of external codes of ethics or conduct. This paper provides an understanding of both internal and external codes through a discussion of the factors behind the development of the codes, an analysis of internal codes and an identification of problems with them.
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  • The impact of the work environment on ethical decision making: Some australian evidence. [REVIEW]Geoffrey Soutar, Margaret M. McNeil & Caron Molster - 1994 - Journal of Business Ethics 13 (5):327 - 339.
    Business ethics has emerged in recent years as a field of significant scholarly endeavour. Particularly well documented is the existence of ethical conflict at work and the reported inseparability of business decisions and moral consequences. However, to date, the majority of studies have been conducted in the American business context.This paper examines the concept of ethical conflict as experienced by employees in the Australian context. According to a sample of Western Australian managers, ethical conflicts at work do occur — with (...)
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