Journal of Business Ethics 61 (4):315-328 (2005)

Empowerment and teamwork are buzzwords of progressive human resource practices. Along with these new job design methods come reduced hierarchical control mechanisms. In light of recent ethical scandals, there is considerable concern regarding the effectiveness of the control systems of these more recent work designs. This study compared the willingness of participants to report unethical behavior when presented with work scenarios in which the perpetrator was in the relative position of team member, peer, or subordinate and in cohesive or non-cohesive conditions of relational closeness. After accounting for the covariates, both main effects and interaction effects were found, indicating that reporting behavior was influenced by relative position and relational closeness.
Keywords Philosophy   Ethics   Economic Growth   Management
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DOI 10.1007/s10551-005-8771-0
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References found in this work BETA

Exploring Social Desirability Bias.Janne Chung & Gary S. Monroe - 2003 - Journal of Business Ethics 44 (4):291 - 302.
Tightening the Iron Cage: Concertive Control in Self-Managing Teams.James R. Barker - 2005 - In Christopher Grey & Hugh Willmott (eds.), Critical Management Studies: A Reader. Oxford University Press.

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Ethics and the Networked Business.Adele Santana, Antonino Vaccaro & Donna J. Wood - 2009 - Journal of Business Ethics 90 (S4):661 - 681.
Training in Ethical Judgment with a Modified Potter Box.Loy D. Watley - 2014 - Business Ethics, the Environment and Responsibility 23 (1):1-14.
Call for Papers: Special Issue/Forum.Donna J. Wood, Antonino Vaccaro & Adele Queiroz - 2009 - Journal of Business Ethics 85 (3):277-279.

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