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  1. The Positive Ethical Organization: Enacting a Living Code of Ethics and Ethical Organizational Identity.Amy Klemm Verbos, Joseph A. Gerard, Paul R. Forshey, Charles S. Harding & Janice S. Miller - 2007 - Journal of Business Ethics 76 (1):17-33.
    A vision of a living code of ethics is proposed to counter the emphasis on negative phenomena in the study of organizational ethics. The living code results from the harmonious interaction of authentic leadership, five key organizational processes (attraction–selection–attrition, socialization, reward systems, decision-making and organizational learning), and an ethical organizational culture (characterized by heightened levels of ethical awareness and a positive climate regarding ethics). The living code is the cognitive, affective, and behavioral manifestation of an ethical organizational identity. We draw (...)
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  • Team Virtues and Performance: An Examination of Transparency, Behavioral Integrity, and Trust. [REVIEW]Michael E. Palanski, Surinder S. Kahai & Francis J. Yammarino - 2011 - Journal of Business Ethics 99 (2):201 - 216.
    Virtue-based research in business ethics has increased over the last two decades, but most of the research has focused on the actions of an individual person. In this article, we examine the associations among team-level virtues using data from two studies. Specifically, we investigate whether transparency (usually thought to be an organizational-or collective-level construct), behavioral integrity (usually thought to be an individuallevel construct), and trust (usually thought to be an individual-level construct) can be conceptualized and operate at the team level (...)
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  • Strategy Making and the Search for Authenticity.Jeanne Liedtka - 2008 - Journal of Business Ethics 80 (2):237-248.
    Recent work in the business ethics field has called attention to the promise inherent in the concept of authenticity for enriching the ways we think about core issues at the intersection of management ethics and practice, like moral character, ethical choices, leadership, and corporate social responsibility [Driver, 2006; Jackson, 2005; Ladkin, 2006]. In this paper, I aim to extend these contributions by focusing on authenticity in relation to a set of organizational processes related to strategy making; most specifically an organization’s (...)
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  • Towards Authenticity: A Sartrean Perspective on Business Ethics.Kevin T. Jackson - 2005 - Journal of Business Ethics 58 (4):307-325.
    Taking a Sartrean existentialist viewpoint towards business ethics, in particular, concerning the question of the nature of businesspersons’ moral character, provides for a dramatically distinct set of reflections from those afforded by the received view on character, namely that of Aristotelian-based virtue ethics. Insofar as Sartre’s philosophy places human freedom at center stage, I argue that the authenticity with which a businessperson approaches moral situations depends on the degree of consciousness he or she has of the various choices at stake. (...)
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  • Leaders, Values, and Organizational Climate: Examining Leadership Strategies for Establishing an Organizational Climate Regarding Ethics.Michael W. Grojean, Christian J. Resick, Marcus W. Dickson & D. Brent Smith - 2004 - Journal of Business Ethics 55 (3):223-241.
    This paper examines the critical role that organizational leaders play in establishing a values based climate. We discuss seven mechanisms by which leaders convey the importance of ethical values to members, and establish the expectations regarding ethical conduct that become engrained in the organizations climate. We also suggest that leaders at different organizational levels rely on different mechanisms to transmit values and expectations. These mechanisms then influence members practices and expectations, further increase the salience of ethical values and result in (...)
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  • Restorying a Culture of Ethical and Spiritual Values: A Role for Leader Storytelling.Cathy Driscoll & Margaret McKee - 2006 - Journal of Business Ethics 73 (2):205-217.
    In this paper, we outline some of the connections between the literatures of organizational storytelling, spirituality in the workplace, organizational culture, and authentic leadership. We suggest that leader storytelling that integrates a moral and spiritual component can transform an organizational culture so members of the organization begin to feel connected to a larger community and a higher purpose. We specifically discuss how leader role modeling in authentic storytelling is essential in developing an ethically and spiritually based organizational culture. However, we (...)
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