Journal of Business Ethics 16 (11):1153-1161 (1997)
| Abstract |
Despite the recent emergence of many new ethical decision making models, there has been minimal emphasis placed on the impact of escalating commitment on the ethical decision making process. In this paper a new variable is introduced into the ethical decision making literature. This variable, exposure to escalation situations, is posited to increase the likelihood that individuals will choose unethical decision alternatives. Further, it is proposed that escalation situations should be included as a variable in Jones's (1991) comprehensive model of ethical decision making. Finally, research propositions are provided based on the relationship between escalating commitment and the ethical decision making process.
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| Keywords | Philosophy Ethics Business Education Economic Growth Management |
| Categories | (categorize this paper) |
| Reprint years | 2004 |
| DOI | 10.1023/A:1005701823810 |
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References found in this work BETA
Prospect Theory: An Analysis of Decision Under Risk.D. Kahneman & A. Tversky - 1979 - Econometrica: Journal of the Econometric Society:263--291.
Citations of this work BETA
The Quest to Improve the Human Condition: The First 1 500 Articles Published in Journal of Business Ethics. [REVIEW]Denis Collins - 2000 - Journal of Business Ethics 26 (1):1 - 73.
The Role of Ethical Leadership Versus Institutional Constraints: A Simulation Study of Financial Misreporting by CEOs. [REVIEW]Stephen Chen - 2010 - Journal of Business Ethics 93 (S1):33-52.
The Effects of Escalating Commitment on Ethical Decision-Making.Marc Street & Vera L. Street - 2006 - Journal of Business Ethics 64 (4):343-356.
Merck and Vioxx: An Examination of an Ethical Decision-Making Model.Erin Cavusgil - 2007 - Journal of Business Ethics 76 (4):451-461.
Removing the Blinders: Increasing Students’ Awareness of Self-Perception Biases and Real-World Ethical Challenges Through an Educational Intervention.Kathleen A. Tomlin, Matthew L. Metzger & Jill Bradley-Geist - 2021 - Journal of Business Ethics 169 (4):731-746.
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