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  1. The Taming of Machiavellians: Differentiated Transformational Leadership Effects on Machiavellians’ Organizational Commitment and Citizenship Behavior.Bonjin Koo & Eun-Suk Lee - 2022 - Journal of Business Ethics 178 (1):153-170.
    This study seeks effective ways for managing employees with a high Machiavellian personality in organizations by identifying how to enhance their pro-organizational attitudes and behaviors [organizational citizenship behavior ] through transformational leadership. Drawing upon the dual-focused model of TFL, we suggest that exerting TFL upon employees high in Machiavellianism involves ethical dilemmas in that individual-focused and group-focused TFL have contrasting effects on leading pro-organizational attitudes/behaviors among these pro-individual employees. Analysis of data from 184 employees working in South Korea shows that (...)
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  • Factors Eliciting Corporate Fraud in Emerging Markets: Case of Firms Subject to Enforcement Actions in Malaysia.Abdul Ghafoor, Rozaimah Zainudin & Nurul Shahnaz Mahdzan - 2019 - Journal of Business Ethics 160 (2):587-608.
    This study investigates the key factors that elicit financial reporting fraud among companies in Malaysia. Using enforcement action releases issued by the Security Commission of Malaysia and Bursa Malaysia, we identify a sample of 76 firms that had committed financial reporting fraud during the period of 1996–2016. We use the fraud triangle framework and the Malaysian International Standards on Auditing 240 to identify the factors. Since the simple probit model fails to address the identification problem, we estimate our results using (...)
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  • Boards of Directors’ Self Interest: Expanding for Pay in Corporate Acquisitions?S. Trevis Certo, Catherine M. Dalton, Dan R. Dalton & Richard H. Lester - 2008 - Journal of Business Ethics 77 (2):219-230.
    Director compensation can potentially represent an ethical minefield. When faced with supporting strategic decisions that can lead to an increase in director pay, directors may consider their own interests and not solely those of the shareholders to whom they are legally bound to represent. In such cases, directors essentially become agents, rather than those installed to protect principals (shareholders) from agents. Using acquisitions as a study context, we employ a matched-pair design and find a statistically significant difference in outside director (...)
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  • Ethics Instruction and the Perceived Acceptability of Cheating.James M. Bloodgood, William H. Turnley & Peter E. Mudrack - 2010 - Journal of Business Ethics 95 (1):23-37.
    This study examined whether undergraduate students’ perceptions regarding the acceptability of cheating were influenced by the amount of ethics instruction the students had received and/or by their personality. The results, from a sample of 230 upper-level undergraduate students, indicated that simply taking a business ethics course did not have a significant influence on students’ views regarding cheating. On the other hand, Machiavellianism was positively related to perceiving that two forms of cheating were acceptable. Moreover, in testing for moderating relationships, the (...)
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  • Individual and Organizational Antecedents of Misconduct in Organizations.Nicole Andreoli & Joel Lefkowitz - 2008 - Journal of Business Ethics 85 (3):309-332.
    A heterogeneous survey sample of for-profit, non-profit and government employees revealed that organizational factors but not personal characteristics were significant antecedents of misconduct and job satisfaction. Formal organizational compliance practices and ethical climate were independent predictors of misconduct, and compliance practices also moderated the relationship between ethical climate and misconduct, as well as between pressure to compromise ethical standards and misconduct. Misconduct was not predicted by level of moral reasoning, age, sex, ethnicity, job status, or size and type of organization. (...)
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