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  1. Managing business ethics: straight talk about how to do it right.Linda Klebe Treviño - 2011 - New York: John Wiley. Edited by Katherine A. Nelson.
    While most business ethics texts focus exclusively on individual decision making--what should an individual do--this resource presents the whole business ethics story. Highly realistic, readable, and down-to-earth, it moves from the individual to the managerial to the organizational level, focusing on business ethics in an organizational context to promote an understanding of complex influences on behavior. The new Fifth Edition is the perfect text for students entering the workplace, those seeking to become professionals in training, communications, compliance, in addition to (...)
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  • Governance in the participative organisation: Freedom, creativity and ethics. [REVIEW]Jane Collier & Rafael Esteban - 1999 - Journal of Business Ethics 21 (2-3):173 - 188.
    Organizations in changing environments need to become flexible, responsive and participative. We develop an understanding of governance in these organizations by drawing analogies between organization theory and theories of non-linear dynamics. We identify freedom and creativity as driving principles in 'chaotic' participative organizations, and explore the ethics of their exercise within organizational communities of practice, communities of discernment and communities of commitment.
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  • Pharmaceutical advertisements: How they deceive patients. [REVIEW]Ashish Chandra & Gary A. Holt - 1999 - Journal of Business Ethics 18 (4):359 - 366.
    Pharmaceutical advertising is one of the most important kinds of advertising that can have a direct impact on the health of a consumer. Hence, this necessitates the fact that it is essential for advertisers of such products to take special care and additional responsibility when devising the promotional strategies of these products. In reality, it has been observed that pharmaceutical product advertisers often promoted their products to achieve their own goals at the potential risk of having an adverse effect on (...)
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  • Individual Difference Variables, Ethical Judgments, and Ethical Behavioral Intentions.Gene Brown - 1999 - Business Ethics Quarterly 9 (2):183-205.
    Abstract:This study examined the relationship between the individual difference variables of personal moral philosophy, locus of control, Machiavellianism, and just world beliefs and ethical judgments and behavioral intentions. A sample of 602 marketing practitioners participated in the study. Structural equation modeling was used to test hypothesized relationships. The results either fully or partially supported hypothesized direct effects for idealism, relativism, and Machiavellianism. Findings also suggested that Machiavellianism mediated the relationship between individual difference variables and ethical judgments/behavioral intentions.
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  • Finance Ethics.John R. Boatright - 1999 - In Robert E. Frederick (ed.), A Companion to Business Ethics. Malden, Massachusetts, USA: Blackwell. pp. 153–163.
    This chapter contains sections titled: Financial markets Financial services Financial management.
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  • Ethics in finance.John Raymond Boatright (ed.) - 2008 - Malden, MA: Blackwell.
    This second edition of the ground-breaking Ethics in Finance is an up-to-date, valuable addition to the emerging field of finance ethics. Citing examples of the scandals that have shaken public confidence in Wall Street, John R. Boatright explains the importance of ethics in the operation of financial markets and institutions and in the conduct of finance professionals." "Focusing on standards of fairness in market transactions and the duties of fiduciaries and agents in financial relationships, the author introduces a broad range (...)
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  • Ethical decision–making: A multidimensional construct.Danielle S. Beu, M. Ronald Buckley & Michael G. Harvey - 2003 - Business Ethics, the Environment and Responsibility 12 (1):88–107.
    Poor ethical decision–making costs industry billions of dollars a year and damages the images of corporations. Thus, by answering the question ‘Why do individuals behave as they do when confronted with ethical issues?’ ethical theory can provide businesses with a means to create a more ethical climate and a more successful operation. This study tested the Ethical Decision–Making Model with accountability (Beu & Buckley 2001), which uses theory that suggests that ethical behavior is influenced by the individual, the issue, social (...)
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  • Ethical decision-making: a multidimensional construct.Danielle S. Beu, M. Ronald Buckley & Michael G. Harvey - 2003 - Business Ethics: A European Review 12 (1):88-107.
    Poor ethical decision–making costs industry billions of dollars a year and damages the images of corporations. Thus, by answering the question ‘Why do individuals behave as they do when confronted with ethical issues?’ ethical theory can provide businesses with a means to create a more ethical climate and a more successful operation. This study tested the Ethical Decision–Making Model with accountability (Beu & Buckley 2001), which uses theory that suggests that ethical behavior is influenced by the individual, the issue, social (...)
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  • The Relationship between Ethical Climate and Ethical Problems within Human Resource Management.L. K. Battels, E. Harrick, K. Martell & D. Strickland - 1998 - Journal of Business Ethics 17 (7):799-804.
    The study examines the relationship between the strength of an organizationÕs ethical climate and ethical problems involving human resource management. Data were collected through a survey of 1078 human resource managers. The results indicate a statistically significant negative relationship between the strength of an organization'ss ethical climate and the seriousness of ethical violations and a statistically significant positive relationship between an organization'ss ethical climate and success in responding to ethical issues. Thus, interventions that strengthen an organization'ss ethical climate may help (...)
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  • The relationship between ethical climate and ethical problems within human resource management.Kynn K. Bartels, Edward Harrick, Kathryn Martell & Donald Strickland - 1998 - Journal of Business Ethics 17 (7):799-804.
    The study examines the relationship between the strength of an organizationÕs ethical climate and ethical problems involving human resource management. Data were collected through a survey of 1078 human resource managers. The results indicate a statistically significant negative relationship between the strength of an organization'ss ethical climate and the seriousness of ethical violations and a statistically significant positive relationship between an organization'ss ethical climate and success in responding to ethical issues. Thus, interventions that strengthen an organization'ss ethical climate may help (...)
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  • Reexaminating perceived ethics issues and ethics roles among employment managers.Carolyn Wiley - 1998 - Journal of Business Ethics 17 (2):147-161.
    This paper reexamines the perceived ethical issues and roles of employment managers based on their responses to a recent "Ethical Issues in Human Resource Management Survey." This research addresses five major questions including: 1) Whether employment managers' perceptions of the factors influencing unethical behavior vary according to gender, job position, and company size, 2) What are the perceived frequency and seriousness of misconduct among HR functional areas, 3) Whether groups of employment managers (i.e., males and females) vary significantly in their (...)
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  • Ethical standards for human resource management professionals: A comparative analysis of five major codes. [REVIEW]Carolyn Wiley - 2000 - Journal of Business Ethics 25 (2):93 - 114.
    Focusing on professional codes of ethics in HR, this article establishes a foundation for understanding the contents of thesecodes and for future research in this area. Five key professionalethics codes in HRM are analyzed according to six obligations.The resulting characterizations revealed that these codes advocatefive principles related to integrity, legality, proficiency, loyalty, and confidentiality. Particular flaws in code content and implementationare identified with recommendations for addressing them. Also,suggestions for standardizing professional HR codes and forfuture research are discussed.
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  • The Perceived Role of Ethics and Social Responsibility.Scott J. Vitell, Joseph G. P. Paolillo & James L. Thomas - 2003 - Business Ethics Quarterly 13 (1):63-86.
    This study examined the effect of various antecedent variables on marketers’ perceptions of the role of ethics and socialresponsibility in the overall success of the firm. Variables examined included Hofstede’s cultural dimensions (i.e., power distance, uncertainty avoidance, individualism, masculinity, and Confucian dynamism), as well as corporate ethical values and enforcement ofan ethics code. Additionally, individual variables such as ethical idealism and relativism were included. Results indicated that most ofthese variables impacted marketers’ perceptions of the importance of ethics and social responsibility, (...)
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  • Marketing ethics and the techniques of neutralization.Scott J. Vitell & Stephen J. Grove - 1987 - Journal of Business Ethics 6 (6):433 - 438.
    The need for conceptual work in marketing ethics is addressed by examining the five techniques of neutralization as a means for partially explaining unethical behaviors by marketing practitioners. These techniques are often used by individuals to lessen the possible impact of norm-violating behaviors upon their self-concept and their social relationships. Borrowed from the social disorganization and deviance literature, the five techniques of neutralization are: (1) denial of responsibility, (2) denial of injury, (3) denial of victim, (4) condemning the condemners and (...)
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  • Ethical judgments and intentions: A multinational study of marketing professionals.Scott J. Vitell, Aysen Bakir, Joseph G. P. Paolillo, Encarnacion Ramos Hidalgo, Jamal Al-Khatib & Mohammed Y. A. Rawwas - 2003 - Business Ethics, the Environment and Responsibility 12 (2):151–171.
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  • Ethical judgments and intentions: a multinational study of marketing professionals.Scott J. Vitell, Aysen Bakir, Joseph G. P. Paolillo, Encarnacion Ramos Hidalgo, Jamal Al‐Khatib & Mohammed Y. A. Rawwas - 2003 - Business Ethics: A European Review 12 (2):151-171.
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  • Ethics violations: A survey of investment analysts. [REVIEW]E. Theodore Veit & Michael R. Murphy - 1996 - Journal of Business Ethics 15 (12):1287 - 1297.
    The authors analyze the responses to a mail survey of securities analysts who were asked about their ethical behavior and the ethical behavior of people with whom they work. The findings show the types of ethical violations that occur and the frequency with which they occur. The findings also show how respondents deal with observed violations of ethical behavior. All responses are analyzed to determine if differences exist between the responses of analysts having different characteristics (gender, age, years of employment, (...)
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  • Business ethics: A literature review with a focus on marketing ethics. [REVIEW]John Tsalikis & David J. Fritzsche - 1989 - Journal of Business Ethics 8 (9):695 - 743.
    In recent years, the business ethics literature has exploded in both volume and importance. Because of the sheer volume and diversity of this literature, a review article was deemed necessary to provide focus and clarity to the area. The present paper reviews the literature on business ethics with a special focus in marketing ethics. The literature is divided into normative and empirical sections, with more emphasis given to the latter. Even though the majority of the articles deal with the American (...)
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  • Marketing virtue.Mike Thompson - 2002 - Business Ethics, the Environment and Responsibility 11 (4):354–362.
    This paper is designed to respond to the conference theme of making business ethical specifically within a marketing context. Ethical marketing challenges marketers to move away from illusory and deceptive brand promises to make way for a form of marketing which serves the consumer with creative and truthful messages. The paper markets virtue to marketers whilst exploring existing marketing deontologies and the problem of the depersonalised relationship between marketer and consumer. ‘Marketing virtue’ is approached within an ontology that begins with (...)
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  • Marketing virtue.Mike Thompson - 2002 - Business Ethics, the Environment and Responsibility 11 (4):354-362.
    This paper is designed to respond to the conference theme of making business ethical specifically within a marketing context. Ethical marketing challenges marketers to move away from illusory and deceptive brand promises to make way for a form of marketing which serves the consumer with creative and truthful messages. The paper markets virtue to marketers whilst exploring existing marketing deontologies and the problem of the depersonalised relationship between marketer and consumer. ‘Marketing virtue’ is approached within an ontology that begins with (...)
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  • The perceived role of ethics and social responsibility: A scale development. [REVIEW]Anusorn Singhapakdi, Scott J. Vitell, Kumar C. Rallapalli & Kenneth L. Kraft - 1996 - Journal of Business Ethics 15 (11):1131 - 1140.
    Marketers must first perceive ethics and social responsibility to be important before their behaviors are likely to become more ethical and reflect greater social responsibility. However, little research has been conducted concerning marketers' perceptions regarding the importance of ethics and social responsibility as components of business decisions. The purpose of this study is to develop a reliable and valid scale for measuring marketers' perceptions regarding the importance of ethics and social responsibility. The authors develop an instrument for the measurement of (...)
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  • Shareholder wealth maximization, business ethics and social responsibility.Geoffrey Poitras - 1994 - Journal of Business Ethics 13 (2):125 - 134.
    The primary objective of this article is to develop a framework for analyzing the ethical foundations and implications of shareholder wealth maximization (SWM). Distinctions between SWM and the more widely examined construct of profit maximization are identified, the most significant being the central role played in SWM by the market mechanism for pricing the corporation''s securities. It is argued that empirical tests concerned with evaluating the ethical implications of SWM will almost surely involve a joint hypothesis. A number of recent (...)
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  • The other objective of ethics education: Re-humanising the accounting profession – a study of ethics education in law, engineering, medicine and accountancy. [REVIEW]Ken McPhail - 2001 - Journal of Business Ethics 34 (3-4):279 - 298.
    Recently within the critical accounting literature Funnell (1998) has argued that accounting was implicated in the Holocaust. This charge is primarily related to the technical, mathematical nature of accounting and its ability to dehumanise individuals. Broadbent (1998, see also DeMoss and McCann, 1997) has also contended that "accounting logic" excludes emotion. She suggests that a more emancipatory form of accounting could be possible if emotion were given a voice and allowed to be heard within accounting discourse (see also Kjonstad and (...)
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  • Fostering ethical marketing decisions.Gene R. Laczniak & Patrick E. Murphy - 1991 - Journal of Business Ethics 10 (4):259 - 271.
    This paper begins by examining several potentially unethical recent marketing practices. Since most marketing managers face ethical dilemmas during their careers, it is essential to study the moral consequences of these decisions. A typology of ways that managers might confront ethical issues is proposed. The significant organizational, personal and societal costs emanting from unethical behavior are also discussed. Both relatively simple frameworks and more comprehensive models for evaluating ethical decisions in marketing are summarized. Finally, the fact that organizational commitment to (...)
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  • Organizational influence in a model of the moral decision process of accountants.Scott K. Jones & Kenneth M. Hiltebeitel - 1995 - Journal of Business Ethics 14 (6):417 - 431.
    This paper reports on a survey that investigated the moral decision processes of accountants. A formal belief revision model is adapted and hypotheses based on theorizations from the cognitive-developmental school are tested. The moral decision processes of accountants are hypothesized to be influenced by professional expectations, organizational expectations and internalized expectations. Subjects provided specific demographic data and were asked to access the appropriateness of fourteen principles for making moral decisions in business. Subjects were also asked to indicate which of the (...)
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  • Does marketing ethics really have anything to say? – A critical inventory of the literature.John F. Gaski - 1999 - Journal of Business Ethics 18 (3):315 - 334.
    The material to follow challenges the conceptual uniqueness and contribution of the content of the field of marketing ethics. Based on a comprehensive inspection of the marketing ethics literature, this "review note" (an uncommon genre of academic manuscript – a briefly-presented review highlighting a specific point) concludes that, in terms of pragmatic behavioral guidance as well as conceptual content, marketing ethics has nothing new nor distinctive to offer. Though an initially unexpected conclusion, perhaps, explanation is provided for why marketing ethics' (...)
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  • The role of the human resources manager: Strategist or conscience of the organisation?Dorothy Foote & Izabela Robinson - 1999 - Business Ethics, the Environment and Responsibility 8 (2):88–98.
    The human resource manager treads a fine line in seeking to reconcile the values of the organisation with professional values about the ethical management of people. This paper seeks to explore this ambiguity. The research findings suggest that the extent to which HR professionals can influence organisational ethics is dependent on the culture and structure of the organisation, as well as on the status and credibility of the HR specialists themselves. In the main there is little evidence that their influence (...)
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  • The role of the human resources manager: strategist or conscience of the organisation?Dorothy Foote & Izabela Robinson - 1999 - Business Ethics: A European Review 8 (2):88-98.
    The human resource manager treads a fine line in seeking to reconcile the values of the organisation with professional values about the ethical management of people. This paper seeks to explore this ambiguity. The research findings suggest that the extent to which HR professionals can influence organisational ethics is dependent on the culture and structure of the organisation, as well as on the status and credibility of the HR specialists themselves. In the main there is little evidence that their influence (...)
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  • Eliciting information about the values of HRM practitioners using laddering interviews.Dorothy Foote & Kevin Lamb - 2002 - Business Ethics, the Environment and Responsibility 11 (3):244–252.
    This paper reports on the findings of the first stage of a research project that experiments with the use of laddering technique in an attempt to enhance understanding of the influence of values in the behaviour of HRM professionals. Laddering has been chosen because it allows flexible, systematic investigation of aspects of ethics and people management which have hitherto been difficult to clarify. It also provides the opportunity to undertake both qualitative and quantitative analysis of the data obtained. The research (...)
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  • Eliciting information about the values of HRM practitioners using laddering interviews.Dorothy Foote & Kevin Lamb - 2002 - Business Ethics: A European Review 11 (3):244-252.
    This paper reports on the findings of the first stage of a research project that experiments with the use of laddering technique in an attempt to enhance understanding of the influence of values in the behaviour of HRM professionals. Laddering has been chosen because it allows flexible, systematic investigation of aspects of ethics and people management which have hitherto been difficult to clarify. It also provides the opportunity to undertake both qualitative and quantitative analysis of the data obtained. The research (...)
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  • [Book review] defining moments, when managers must choose between right and right. [REVIEW]Joseph Badaracco - 1999 - Business Ethics Quarterly 9 (1):163-167.
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  • Ethical codes are not enough.M. R. Hyman, R. Skipper & R. Tansey - 1990 - Business Horizons 33 (2):15--22.
     
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