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  1. Consumer ethics: An investigation of the ethical beliefs of elderly consumers. [REVIEW]Scott J. Vitell, James R. Lumpkin & Mohammed Y. A. Rawwas - 1991 - Journal of Business Ethics 10 (5):365 - 375.
    Business and especially marketing ethics have come to the forefront in recent years. While consumers have been surveyed regarding their perceptions of ethical business and marketing practices, research has been minimal with regard to their perceptions of ethical consumer practices. In addition, few studies have examined the ethical beliefs of elderly consumers even though they are an important and rapidly growing segment. This research investigates the relationship between Machiavellianism, ethical ideology and ethical beliefs for elderly consumers. The results indicate that (...)
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  • A validation and extension of a multidimensional ethics scale.Jeffrey Cohen, Laurie Pant & David Sharp - 1993 - Journal of Business Ethics 12 (1):13 - 26.
    Reidenbach and Robin (1988, 1990) proposed and refined a multidimensional ethics scale. This study replicates and extends their work by examining the generalizability of the scale beyond marketing to accounting, and to subjects from across the United States and other countries. Results indicate that, in general, the scale holds for this different sample and context. However, an additional utilitarian construct emerged in the current study as important for accounting academics in their ethical decision-making. We also found that when we refined (...)
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  • Correlates of salespeople's ethical conflict: An exploratory investigation. [REVIEW]Alan J. Dubinsky & Thomas N. Ingram - 1984 - Journal of Business Ethics 3 (4):343 - 353.
    Much have been written about marketing ethics. Virtually no published research, however, has examined what factors are related to the ethical conflict of salespeople. Such research is important because it could have direct implications for the management of sales personnel. This paper presents the results of an exploratory study that examined selected correlates of salespeople's ethical conflict. Implications for practitioners and academic are also provided.
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  • Student perceptions of ‘job politics’ as practised by those climbing the corporate career ladder.Milton M. Pressley & David E. Blevins - 1984 - Journal of Business Ethics 3 (2):127-138.
    This study assessed the extent to which college students, tomorrow's executives, agreed with various commonly heard assertions regarding the tactics of those climbing the corporate career ladder. The study used essentially the same data collection instrument as that used in a recent study of business executives. The results indicate a highly significant relationship of the opinions to church affiliation, citizenship, and race of the subjects. Moderate levels of significant opinion differences related to the subjects' school, age, social class, and gender. (...)
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  • A multidimensional scale for measuring business ethics: A purification and refinement. [REVIEW]Randall S. Hansen - 1992 - Journal of Business Ethics 11 (7):523 - 534.
    Many researchers in the field of business ethics have attempted to develop methods to determine and evaluate the ethics of a variety of different classes of people, including students, professionals, and mixed samples of students and professionals. Unfortunately, most of these studies were disjunctive, simply adding confusion to an already unfocused area of research. However, Reidenbach and Robin (1988, 1990), have changed this trend by attempting to quantify the various ethical philosophies into a multi-dimensional scale of business ethics. This paper (...)
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  • The ethical behavior of retail managers.John Paul Fraedrich - 1993 - Journal of Business Ethics 12 (3):207 - 218.
    A measure of ethics termed ethical behavior (EB) is postulated and tested across the moral philosophy types of managers. The findings suggest that certain managers, classified as rule deontologists, appear to rank higher on the EB scale than any other philosophy type tested.
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  • An investigation of the moral reasoning of managers.Dawn R. Elm & Mary Lippitt Nichols - 1993 - Journal of Business Ethics 12 (11):817 - 833.
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  • Corporate social responsibility and organizational effectiveness: A multivariate approach. [REVIEW]Shaker A. Zahra & Michael S. LaTour - 1987 - Journal of Business Ethics 6 (6):459 - 467.
    In this paper, three major themes in research on corporate social responsibility (CSR) are identified. Of particular interest, however, is the potential link between CSR and organizational effectiveness (OE). Data collected from 410 college graduate and undergraduate students were used to examine this relationship. Using factor analysis, eight dimensions of CSR and three components of OE were extracted. Canonical analysis was then performed. The result supports the proposition that specific CSR practices affect select OE outcomes. In addition, the method employed (...)
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  • Ethical behavior among marketing researchers: An assessment of selected demographic characteristics. [REVIEW]S. W. Kelley, O. C. Ferrell & S. J. Skinner - 1990 - Journal of Business Ethics 9 (8):681 - 688.
    This study considers the relationship between perceptions of ethical behavior and the demographic characteristics of sex, age, education level, job title, and job tenure among a sample of marketing researchers. The findings of this study indicate that female marketing researchers, older marketing researchers, and marketing researchers holding their present job for ten years or more generally rate their behavior as more ethical.
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  • Identifying the gaps in ethical perceptions between managers and salespersons: A multidimensional approach. [REVIEW]Tony L. Henthorne, Donald P. Robin & R. Eric Reidenbach - 1992 - Journal of Business Ethics 11 (11):849 - 856.
    This research examines, in a general manner, the degree and character of perceptual congruity between salespeople and managers on ethical issues. Salespeople and managers from a diversity of organizations were presented with three scenarios having varying degrees of ethical content and were asked to evaluate the action of the individual in each scenario. Findings indicate that, in every instance, the participating managers tended (1) to be more critical of the action displayed in the scenarios, (2) to view the action as (...)
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