5 found
  1.  81
    Is Formal Ethics Training Merely Cosmetic? A Study of Ethics Training and Ethical Organizational Culture.Danielle E. Warren, Joseph P. Gaspar & William S. Laufer - 2014 - Business Ethics Quarterly 24 (1):85-117.
    ABSTRACT:U.S. Organizational Sentencing Guidelines provide firms with incentives to develop formal ethics programs to promote ethical organizational cultures and thereby decrease corporate offenses. Yet critics argue such programs are cosmetic. Here we studied bank employees before and after the introduction of formal ethics training—an important component of formal ethics programs—to examine the effects of training on ethical organizational culture. Two years after a single training session, we find sustained, positive effects on indicators of an ethical organizational culture (observed unethical behavior, (...)
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  2.  12
    When Ethical Tones at the Top Conflict: Adapting Priority Rules to Reconcile Conflicting Tones.Danielle E. Warren, Marietta Peytcheva & Joseph P. Gaspar - 2015 - Business Ethics Quarterly 25 (4):559-582.
    ABSTRACT:While tone at the top is widely regarded as an important predictor of ethical behavior in organizations, we argue that recent research overlooks the various conflicting ethical tones present in many multi-organizational work settings. Further, we propose that the resolution processes promulgated in many firms and professional associations to reconcile this conflict reinforce the tone at the bottom or a tone at the top of the employee’s organization, and that both of these approaches can conflict with the tone at the (...)
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  3.  32
    Paradoxical Relationships Between Cultural Norms of Particularism and Attitudes Toward Relational Favoritism: A Cultural Reflectivity Perspective.Chao C. Chen, Joseph P. Gaspar, Ray Friedman, William Newburry, Michael C. Nippa, Katherine Xin & Ronaldo Parente - 2017 - Journal of Business Ethics 145 (1):63-79.
    We examined how the cultural dimension of universalism–particularism influences managers’ attitudes toward relational favoritism. Paradoxically, we found in a survey study that Brazilian and Chinese managers perceived more negative consequences of relational favoritism than did American managers—even though the Brazilians and the Chinese perceived stronger particularistic cultural norms in their countries than Americans did in the United States. We attribute this pattern of results to “cultural reflexivity”—the ability of people from transforming economies to be culturally self-critical during a period of (...)
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  4.  10
    Confident and Cunning: Negotiator Self-Efficacy Promotes Deception in Negotiations.Joseph P. Gaspar & Maurice E. Schweitzer - 2019 - Journal of Business Ethics 171 (1):139-155.
    Self-confidence is associated with many positive outcomes, and training programs routinely seek to build participants’ self-efficacy. In this article, however, we consider whether self-confidence increases unethical behavior. In a series of studies, we explore the relationship between negotiator self-efficacy—an individual’s confidence in his or her negotiation ability—and the use of deception. We find that individuals high in negotiator self-efficacy are more likely to use deception than individuals low in negotiator self-efficacy. We also find that perceptions of the risk of deception (...)
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  5.  13
    Emotional Intelligence and Deception: A Theoretical Model and Propositions.Joseph P. Gaspar, Redona Methasani & Maurice E. Schweitzer - 2022 - Journal of Business Ethics 177 (3):567-584.
    Deception is pervasive in negotiations and organizations, and emotions are critical to using, detecting, and responding to deception. In this article, we introduce a theoretical model to explore the interplay between emotional intelligence (the ability to perceive and express, understand, regulate, and use emotions) and deception in negotiations. In our model, we propose that emotional intelligence influences the decision to use deception, the effectiveness of deception, the ability to detect deception, and the consequences of deception (specifically, trust repair and retaliation). (...)
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