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  1. Plane truth: A qualitative study of employee dishonesty in the airline industry. [REVIEW]Elizabeth D. Scott - 2003 - Journal of Business Ethics 42 (4):321 - 337.
    Interviews with flight attendants are analyzed to refine a person-situation model of organizational dishonesty. The refined model suggests that organizational characteristics have direct and indirect (through flight characteristics) effects on likelihood of dishonesty, type of dishonesty, and motivation for dishonesty. The interviews confirm the existence of three motivations for dishonesty in customer service interactions. In addition to the three motivations originally modeled (enrichment, altruism, and revenge), flight attendants demonstrated a fourth: enforce personal moral codes, and a fifth: habituation. The article (...)
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  • Organizational Moral Values.Elizabeth D. Scott - 2002 - Business Ethics Quarterly 12 (1):33-55.
    Abstract:This article argues that the important organizational values to study are organizational moral values. It identifies five moral values (honest communication, respect for property, respect for life, respect for religion, and justice), which allow parallel constructs at individual and organizational levels of analysis. It also identifies dimensions used in differentiating organizations’ moral values. These are the act, actor, person affected, intention, and expected result. Finally, the article addresses measurement issues associated with organizational moral values, proposing that content analysis is the (...)
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  • Multiple stakeholder judgments of employee behaviors: A contingent prototype model of dishonesty. [REVIEW]Elizabeth D. Scott & Karen A. Jehn - 2003 - Journal of Business Ethics 46 (3):235 - 250.
    This paper describes the moral judgments made by various stakeholders in determining whether an event, caused by an organizational employee, constitutes dishonesty. It models person-situation interaction effects of situations in organizational settings and persons making moral judgments to predict judgments of dishonesty. Using a prototype definition of dishonesty, the paper examines the effects of differences in four areas (the prototypicality of the act, the actor''s motivation, the potential consequences, and the person judging the event) on the moral judgment of whether (...)
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  • Lies in the Sky: Effects of Employee Dishonesty on Organizational Reputation in the Airline Industry.Karen A. Jehn & Elizabeth D. Scott - 2015 - Business and Society Review 120 (1):115-136.
    Conventional wisdom suggests that dishonesty on the part of an organization's employees has a negative effect on the organization's reputation. However, many organizations condone (or even require) dishonesty under certain circumstances. In this research of 128 airline passengers, we examine situations in which employees are perceived to be dishonest within one such industry, the international airlines, and examine the impact of this dishonesty on organizational reputation and customer satisfaction. We found that the reputation of the firm was most damaged when (...)
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  • When Lying Does Not Pay: How Experts Detect Insurance Fraud.Danielle E. Warren & Maurice E. Schweitzer - 2018 - Journal of Business Ethics 150 (3):711-726.
    A growing literature has focused on understanding how to detect and deter unethical consumer behavior. In this work, we focus on a particularly important type of unethical consumer behavior, consumer insurance fraud, and we analyze a unique dataset to understand how experts investigate suspicious claims. Two separate but related literatures inform the process of investigating suspicious insurance claims. The first literature is grounded in field research and emphasizes the importance of secondary sources. The second literature is grounded in laboratory studies (...)
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  • Violation of the Corporate Travel Policy: An Exploration of Underlying Value-Related Factors.Anneli Douglas & Berendien A. Lubbe - 2009 - Journal of Business Ethics 84 (1):97-111.
    A travel management programme allows an organisation to manage corporate travel expenditure, and through a well-formulated travel policy, to control its travel expenses. However, traveller non-compliance of the travel policy is an increasing area of concern with surveys conducted amongst travellers showing various reasons for non-compliance, both deliberate and unknowing. The purpose of this article is to look beyond the reasons and identify the underlying factors that influence travel policy compliance. Two broad categories of factors that lead to non-compliance are (...)
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