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  1. Corporate Roles, Personal Virtues.Robert C. Solomon - 1992 - Business Ethics Quarterly 2 (3):317-339.
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  • 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 (...)
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  • Compliance and Values Oriented Ethics Programs: Influenceson Employees’ Attitudes and Behavior.Linda Klebe Treviño - 1999 - Business Ethics Quarterly 9 (2):315-335.
    Abstract:Previous research has identified multiple approaches to the design and implementation of corporate ethics programs (Paine, 1994; Weaver, Treviño, and Cochran, in press b; Treviño, Weaver, Gibson, and Toffler, in press). This field survey in a large financial services company investigated the relationships of the values and compliance orientations in an ethics program to a diverse set of outcomes. Employees’ perceptions that the company ethics program is oriented toward affirming ethical values were associated with seven outcomes. Perceptions of a compliance (...)
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  • Role obligations.Michael O. Hardimon - 1994 - Journal of Philosophy 91 (7):333-363.
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  • On perceptual readiness.Jerome S. Bruner - 1957 - Psychological Review 64 (2):123-52.
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  • The Ethical Context in Organizations: Influences on Employee Attitudes and Behaviors.Linda Klebe Treviño, Kenneth D. Butterfield & 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 (...)
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  • Corporate Roles, Personal Virtues.Robert C. Solomon - 1992 - Business Ethics Quarterly 2 (3):317-339.
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  • 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 (...)
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  • Corporate ethics practices in the mid-1990's: An empirical study of the fortune 1000. [REVIEW]Gary R. Weaver, Linda Klebe Treviño & Philip L. Cochran - 1999 - Journal of Business Ethics 18 (3):283 - 294.
    This empirical study of Fortune 1000 firms assesses the degree to which those firms have adopted various practices associated with corporate ethics programs. The study examines the following aspects of formalized corporate ethics activity: ethics-oriented policy statements; formalization of management responsibilities for ethics; free-standing ethics offices; ethics and compliance telephone reporting/advice systems; top management and departmental involvement in ethics activities; usage of ethics training and other ethics awareness activities; investigatory functions; and evaluation of ethics program activities. Results show a high (...)
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  • Social inclusion as a marketing ethics correlate.Ishmael P. Akaah - 1992 - Journal of Business Ethics 11 (8):599 - 608.
    The author examines, in the context of Litwin and Stringer''s (1968) operationalization, the influence of social inclusion (organizational warmth and organizational identity) as a marketing ethics correlate. The results indicate that both organizational warmth and organizational identity underlie marketing professionals'' ethical behavior. Furthermore, the influence pattern for each variable is consistent witha priori hypothesis.
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