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  1. The Influence of Unethical Peer Behavior on Observers' Unethical Behavior: A Social Cognitive Perspective. [REVIEW]Michael J. O’Fallon & Kenneth D. Butterfield - 2012 - Journal of Business Ethics 109 (2):117-131.
    The relationship between unethical peer behavior and observers’ unethical behavior traditionally has been examined from a social learning perspective. We employ two additional theoretical lenses, social identity theory and social comparison theory, each of which offers additional insight into this relationship. Data from 600 undergraduate business students in two universities provide support for all the three perspectives, suggesting that unethical behavior is influenced by social learning, social identity, and social comparison processes. Implications for managers and future research are discussed.
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  • Is social desirability bias important for effective ethics research? A review of literature.Siew Imm Ng, Guan Cheng Teoh, Jo Ann Ho & Houng Chien Tan - 2021 - Asian Journal of Business Ethics 10 (2):205-243.
    Social desirability bias (SDB) is one of the main concerns in self-reported studies that measures explicit attitudes such as ethics research. Although SDB was introduced since the early 1950s, little effort has been made to understand the necessity of including an SDB scale in studies of sensitive topics such as ethics. The purpose of this paper was to (1) identify whether current ethics-related studies considered SDB when conducting their research and (2) ascertain whether SDB was a significant variable in such (...)
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  • Competitive Irrationality in Transitional Economies: Are Communist Managers Less Irrational?Lance E. Brouthers, Dana-Nicoleta Lascu & Steve Werner - 2008 - Journal of Business Ethics 83 (3):397-408.
    Why do marketing managers in the transitional economies of Eastern Europe and China often engage in competitively irrational behavior, choosing pricing strategies that damage competitors’ profits, rather than choosing pricing strategies that improve their firm’s profits? We propose one possible reason, the moral vacuum created by the collapse of communist ideology. We hypothesize and find that managers who experienced formal communist moral ideological indoctrination are less likely to be competitively irrational than the post-communist managers who did not. Implications are discussed.
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  • Sāttvika Leadership: An Indian Model of Positive Leadership.Kumar Alok - 2017 - Journal of Business Ethics 142 (1):117-138.
    I propose a leadership theory with moral concerns at its core. Sāttvika leadership is defined as a set of purposive leader actions comprising knowledge-driven cooperation that are initiated on the basis of positive and reasonably accurate assumptions and executed through morally responsible and sustainably fruitful means to secure the flourishing of followers and the collective. SL enhances psychological capital, psychological empowerment, and work engagement of followers while developing them into morally better persons. It enhances their trust on the leader and (...)
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  • Pragmatic Decision Making: A Manager’s Epistemic Defence.John K. Alexander - 2003 - Philosophy of Management 3 (3):67-77.
    I was in manufacturing for over thirty years and a manager for nearly twenty-five. During that time it never occurred to me that the consequentialist, utilitarian framework I used was inadequate as a conceptual framework for making decisions to ensure organisational viability and success.1 The framework gave three criteria which enabled me to construct a rational approach to issues associated with my role as a manager: To show that this framework is adequate as a basis for managerial decision making I (...)
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  • Metaphors, Moral Imagination and the Healthy Business Organisation: A Manager’s Perspective.John K. Alexander - 2005 - Philosophy of Management 5 (3):43-53.
    In this paper I outline an approach to managerial decision making that incorporates the important role that metaphors and moral imagination play in our moral reasoning coupled with an organisational moral concept I call the Health of the Organisation. I have used this concept in my managerial (and philosophical) career to interpret and evaluate potential, and actual, courses of action. I have concluded that this concept fits in nicely with Mark Johnson’s analysis of the metaphor of morality is health, which (...)
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  • Economic Instability and the Unfortunate, and Unavoidable, Consequences of Acting Ethically.J. K. Alexander - 2006 - Journal of Business Ethics 66 (2-3):147-155.
    In this paper I describe and analyze an economic situation involving two competitive organizations. I put forth the argument that because of the systemic nature of decision making relative to managing the requirements of utilizing a descriptive equation that determines how many people an economic system can support, that even if all the players in the situation act ethically, the results will still be harmful, and necessarily so, to the system and to many innocent people. I will demonstrate that harming (...)
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  • Should We Draw a Line Between Business And Ethics?Yusuke Kaneko - 2011 - The ACERP 2011 Conference Proceedings 1 (1):195-208.
    Referring to the difference between Stakeholder Theory and Shareholder Theory, the ethical direction for companies to take is deeply discussed.
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