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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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  • The enron story: You can fool some of the people some of the time ….Alyson Tonge, Lesley Greer & Alan Lawton - 2003 - Business Ethics, the Environment and Responsibility 12 (1):4–22.
    This article unravels the complex set of financial dealings that are at the heart of the Enron story and follows the story through the highs and lows of Enron share prices. The key players are identified and their roles described. Apart from the financial and accounting issues, the Enron story also raises a wide range of ethical issues including corporate governance, organisational culture and ethical leadership and scrutiny. These are discussed in the article. It might be argued that Enron could (...)
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  • The challenge of ethical behavior in organizations.Ronald R. Sims - 1992 - Journal of Business Ethics 11 (7):505 - 513.
    This paper is designed to do three things while discussing the challenge of ethical behavior in organization. First, it discusses some reasons why unethical behavior occurs in organization. Secondly, the paper highlights the importance of organizational culture in establishing an ethical climate within an organization. Finally, the paper presents some suggestions for creating and maintaining an ethically-oriented culture.
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  • Leaders as moral role models: The case of John gutfreund at Salomon Brothers. [REVIEW]Ronald R. Sims & Johannes Brinkman - 2002 - Journal of Business Ethics 35 (4):327-339.
    The paper describes and discusses unethical behavior in organizations, as a result of (interacting) disputable leadership and ethical climate. This paper presents and analyzes the well-known bond trading scandal at Salomon Brother to demonstrate the development of an unethical organizational culture under the leadership of John Gutfreund. The paper argues that leaders shape and reinforce an ethical or unethical organizational climate by what they pay attention to, how they react to crises, how they behave, how they allocate rewards, and how (...)
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  • Changing an organization's culture under new leadership.Ronald R. Sims - 2000 - Journal of Business Ethics 25 (1):65 - 78.
    Turning around and changing an organization's culture does not happen by chance. The purpose of this paper is to offer insights into what is needed for an organization to successfully transform itself from a culture and experience that does not support individual ethical behavior. The recent bond trading scandal at Salomon Brothers will be used to demonstrate that a successful ethical turnaround does not just happen spontaneously. In particular, we argue that new leadership, altering policies, structure, behavior, and beliefs are (...)
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  • "I didn't know" and "I was only doing my job": Has corporate governance careened out of control? A case study of enron's information myopia. [REVIEW]John Alan Cohan - 2002 - Journal of Business Ethics 40 (3):275 - 299.
    This paper discusses internal dynamics of the firm that contribute to the failure of knowledge conditions, using the Enron scandal as a case study. Ability of the board to effectively monitor conduct at operational levels includes various dynamics: senior management being isolated from those at operational levels; individuals pursuing subgoals that are contrary to overall corporate goals; information flow along a narrow linear channel that effectively forecloses adverse information from getting to senior management; a corporate culture of intimidation, discouraging open (...)
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  • Models of management morality: European applications and implications.Archie Carroll & Michael Meeks - 1999 - Business Ethics, the Environment and Responsibility 8 (2):108–116.
    This article explores the extent to which three models of management morality – Immoral Management, Moral Management, and Amoral Management – are extant in the European business environment. After a brief introduction and presentation of examples of each model, a further description of each model and European applications are outlined. Two possible hypotheses regarding the models’ presence in European business are presented and then concluding observations are made.
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  • Good intentions aside: Drafting a functionalist look at codes of ethics.Johannes Brinkmann & Knut Ims - 2003 - Business Ethics, the Environment and Responsibility 12 (3):265–274.
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  • Is there integrity in the bottom line.Donald M. Wolfe - 1988 - In Suresh Srivastva (ed.), Executive Integrity: The Search for High Human Values in Organizational Life. Jossey-Bass.
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