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Isaac Gregory Smith [4]Isaac H. Smith [3]Isaac Smith [1]
  1.  31
    A Stakeholder Identity Orientation Approach to Corporate Social Performance in Family Firms.John B. Bingham, W. Gibb Dyer, Isaac Smith & Gregory L. Adams - 2011 - Journal of Business Ethics 99 (4):565-585.
    Extending the dialogue on corporate social performance as descriptive stakeholder management, we examine differences in CSP activity between family and nonfamily firms. We argue that CSP activity can be explained by the firm’s identity orientation toward stakeholders. Specifically, individualistic, relational, or collectivistic identity orientations can describe a firm’s level of CSP activity toward certain stakeholders. Family firms, we suggest, adopt a more relational orientation toward their stakeholders than nonfamily firms, and thus engage in higher levels of CSP. Further, we invoke (...)
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  2.  24
    Psychological Reactance to Leader Moral Hypocrisy.McKenzie R. Rees, Isaac H. Smith & Andrew T. Soderberg - forthcoming - Business Ethics Quarterly:1-28.
    Drawing on early work on ethical leadership, we argue that when leaders engage in leader moral hypocrisy (i.e., ethical promotion without ethical demonstration), followers can experience psychological reactance—a negative response to a perceived restriction of freedom—which can have negative downstream consequences. In a survey of employee–manager dyads (study 1), we demonstrate that leader moral hypocrisy is positively associated with follower psychological reactance, which increases follower deviance. In two subsequent laboratory experiments, we find similar patterns of results (study 2) and explore (...)
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  3.  34
    An Examination of Mind Perception and Moral Reasoning in Ethical Decision-Making: A Mixed-Methods Approach.Isaac H. Smith, Andrew T. Soderberg, Ekaterina Netchaeva & Gerardo A. Okhuysen - 2022 - Journal of Business Ethics 183 (3):671-690.
    Taking an abductive, mixed-methods approach, we explore the content of people’s moral deliberations. In Study 1, we gather qualitative data from small groups of graduate business students discussing moral dilemmas. We analyze their conversations with a focus on how participants perceive others’ thoughts, opinions, and evaluations about the dilemmas and incorporate them into their reasoning. Ascribing such capacities to think and feel to others—i.e., mind perception—is central to morality. We use the conversations in Study 1 to identify whose minds participants (...)
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  4.  23
    Managerial Ethics: Managing the Psychology of Morality, ed. Marshall Schminke.Isaac H. Smith & Arthur P. Brief - 2012 - Business Ethics Quarterly 22 (2):456-463.
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