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  1. Level of Coherence Among Ethics Program Components and Its Impact on Ethical Intent.Pablo Ruiz, Ricardo Martinez, Job Rodrigo & Cristina Diaz - 2015 - Journal of Business Ethics 128 (4):725-742.
    Three ethics program components, a code of ethics, ethics training initiatives and ethics-oriented performance appraisal content, were examined for their relationship to ethical intent using a sample of 525 employees from the Spanish financial services industry. As expected, all three components contributed to the prediction of ethical intent. Importantly, clusters of employees who reported experiencing distinct combinations of the program components were identified and compared for their level of ethical intent. Employees who perceived all three components to be strongly implemented (...)
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  • Ethical Culture, Ethical Intent, and Organizational Citizenship Behavior: The Moderating and Mediating Role of Person–Organization Fit.Pablo Ruiz-Palomino & Ricardo Martínez-Cañas - 2014 - Journal of Business Ethics 120 (1):95-108.
    A multidimensional measure of ethical culture was examined for its relationship to person–organization fit, ethical intent and organizational citizenship behavior, using a sample of 525 employees from the financial industry in Spain. As hypothesized, relative to studies using unidimensional assessments, our measure of EC was more strongly related to ethical intent and organizational citizenship. Also, significant differences were found in the degree to which each the EC dimensions related to both ethical intent and OCB. Finally, in a first for the (...)
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  • The Effects of Ethical Leadership and Ethical Climate on Employee Ethical Behavior in the International Port Context.Chin-Shan Lu & Chi-Chang Lin - 2014 - Journal of Business Ethics 124 (2):209-223.
    This study empirically examined the effects of ethical leadership and ethical climate on employee ethical behavior in the international port context using survey data collected from 128 respondents who worked in Taiwan International Ports Corporation in Taiwan. Research hypotheses were formulated from the previous literature and tested using structural equation modeling. Results indicated that ethical leadership had a significant impact on ethical climate and the ethical behavior of TIPC employees. Ethical climate was found to be positively associated with employee ethical (...)
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  • Moral Distress: A Comparative Analysis of Theoretical Understandings and Inter-Related Concepts. [REVIEW]Kim Lützén & Beatrice Ewalds Kvist - 2012 - HEC Forum 24 (1):13-25.
    Research on ethical dilemmas in health care has become increasingly salient during the last two decades resulting in confusion about the concept of moral distress. The aim of the present paper is to provide an overview and a comparative analysis of the theoretical understandings of moral distress and related concepts. The focus is on five concepts: moral distress, moral stress, stress of conscience, moral sensitivity and ethical climate. It is suggested that moral distress connects mainly to a psychological perspective; stress (...)
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  • Organizational Determinants of Ethical Dysfunctionality.Carole L. Jurkiewicz & Robert A. Giacalone - 2016 - Journal of Business Ethics 136 (1):1-12.
    The literature on organizational ethicality to date has focused primarily on elements of the cultural, social, and political factors that enhance positive behaviors, interspersed with isolated accounts of malfeasance and wrongdoing. This treatise defines the anatomy of organizational dysfunction as a matter of ethicality, reframing the relationship from individual transgression to the organization itself. It is argued that the structure of an organization predisposes in large part whether it is itself conducive or prohibitive to unethical acts. Our approach allows for (...)
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  • Mid-Management, Employee Engagement, and the Generation of Reliable Sustainable Corporate Social Responsibility.Lynn Godkin - 2015 - Journal of Business Ethics 130 (1):15-28.
    This paper explains how middle managers might enlist ethically engaged employees into the production of reliable, sustainable CSR. An accompanying model illustrates how those managers can encounter employee engagement in CSR and channel their enthusiasm effectively. It presents factors scaffolding organizational support for employee engagement and how they relate to the intensity of that engagement. It introduces the importance of employee voice and illustrates how associated signals might be captured.
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  • The Impact of Caring Climate, Job Satisfaction, and Organizational Commitment on Job Performance of Employees in a China’s Insurance Company.Weihui Fu & Satish P. Deshpande - 2014 - Journal of Business Ethics 124 (2):339-349.
    This research uses structural equation modeling (SEM) to examine the direct and indirect relationships among caring climate, job satisfaction, organizational commitment, and job performance of 476 employees working in a Chinese insurance company. The SEM result showed that caring climate had a significant direct impact on job satisfaction, organizational command, and job performance. Caring climate also had a significant indirect impact on organizational commitment through the mediating role of job satisfaction, and on job performance through the mediating role of job (...)
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  • Frontline Employees as Corporate Social Responsibility (CSR) Ambassadors: A Quasi-Field Experiment.Laura Marie Edinger-Schons, Lars Lengler-Graiff, Sabrina Scheidler & Jan Wieseke - 2019 - Journal of Business Ethics 157 (2):359-373.
    As past research has identified frontline employees as the primary communicators of a company’s CSR, this paper reports on a large-scale quasi-field experiment aimed at gaining a deeper understanding of the levers of successful in-store, point-of-sale, CSR communication. In cooperation with a large international retailer, the authors analyzed the effects of varying in-store CSR communication strategies in 48 unique stores, combining data from a customer survey, company records of customers’ real visits and purchases, and interviews with store managers. Taking into (...)
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  • Doing Good, Feeling Good? Entrepreneurs’ Social Value Creation Beliefs and Work-Related Well-Being.Steven A. Brieger, Dirk De Clercq & Timo Meynhardt - 2020 - Journal of Business Ethics 172 (4):707-725.
    Entrepreneurs with social goals face various challenges; insights into how these entrepreneurs experience and appreciate their work remain a black box though. Drawing on identity, conservation of resources, and person–organization fit theories, this study examines how entrepreneurs’ social value creation beliefs relate to their work-related well-being (job satisfaction, work engagement, and lack of work burnout), as well as how this process might be influenced by social concerns with respect to the common good. Using data from the German Public Value Atlas (...)
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