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  1. An integrative model for understanding and managing ethical behavior in business organizations.W. Edward Stead, Dan L. Worrell & Jean Garner Stead - 1990 - Journal of Business Ethics 9 (3):233 - 242.
    Managing ethical behavior is a one of the most pervasive and complex problems facing business organizations today. Employees' decisions to behave ethically or unethically are influenced by a myriad of individual and situational factors. Background, personality, decision history, managerial philosophy, and reinforcement are but a few of the factors which have been identified by researchers as determinants of employees' behavior when faced with ethical dilemmas. The literature related to ethical behavior is reviewed in this article, and a model for understanding (...)
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    Stock market reactions to announced corporate illegalities.Wallace N. Davidson, Dan L. Worrell & Chun I. Lee - 1994 - Journal of Business Ethics 13 (12):979-987.
    Extending the work of Davidson and Worrell, we further investigate the stock market''s reaction to announced corporate illegalities. We examine a sample of 535 announcements of corporate crime and obtain an overall insignificant stock market reaction. However, when the sample is divided by type of crime, we find that the stock market reacts significantly to announcements of bribery, tax evasion, and violations of government contracts. We also find a significantly negative reaction to announcements of corporate crime when the company had (...)
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    Regulatory Pressure and Environmental Management Infrastructure and Practices.Wallace N. Davidson & Dan L. Worrell - 2001 - Business and Society 40 (3):315-342.
    In this article, we hypothesize that the level of environmentally oriented noncompliance regulatory fines and penalties levied on companies and on their industry counterparts will be associated with the development of an environmental infrastructure and practices within these companies. We find that the presence of these regulatory actions is associated with the likelihood of companies reporting environmental policies and activities and with the presence of a separate board of directors’ committee that monitors company environmental concerns. Our findings suggest that environmental (...)
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    Influencing Managers to Change Unpopular Corporate Behavior through Boycotts and Divestitures.Iii Wallace N. Davidson, Dan L. Worrell & Abuzar El-Jelly - 1995 - Business and Society 34 (2):171-196.
    In this research, the authors present a model that demonstrates that motivating managers to change unpopular or irresponsible corporate behavior may be required when the stakeholders desire such a change. Using agency theory, they then test part of the model and demonstrate why it may be necessary for an organized protest to impact on share prices before managers choose to change the behavior. Investors' reactions to announcements of product boycotts and stock divestitures made over the 23-year period 1969-1991 were examined. (...)
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  5. Influencing Managers to Change Unpopular Corporate Behavior through Boycotts and Divestitures A Stock Market Test.Wallace N. Davidson, Dan L. Worrell & Abuzar El-Jelly - 1995 - Business and Society 34 (2):171-196.
     
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    Stock market reactions to announced corporate illegalities.Wallace N. Davidson Iii, Dan L. Worrell & Chun I. Lee - 1994 - Journal of Business Ethics 13 (12):979-987.