8 found
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  1.  27
    Perceptions of Deception: Making Sense of Responses to Employee Deceit.Karen A. Jehn & Elizabeth D. Scott - 2008 - Journal of Business Ethics 80 (2):327-347.
    In this research, we examine the effects that customer perceptions of employee deception have on the customers’ attitudes toward an organization. Based on interview, archival, and observational data within the international airline industry, we develop a model to explain the complex effects of perceived dishonesty on observer’s attitudes and intentions toward the airline. The data revealed three types of perceived deceit (about beliefs, intentions, and emotions) and three additional factors that influence customer intentions and attitudes: the players involved, the beneficiaries (...)
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  2.  45
    When Employees Stop Talking and Start Fighting: The Detrimental Effects of Pseudo Voice in Organizations. [REVIEW]Gerdien Vries, Karen A. Jehn & Bart W. Terwel - 2012 - Journal of Business Ethics 105 (2):221-230.
    Many organizations offer their employees the opportunity to voice their opinions about work-related issues because of the positive consequences associated with offering such an opportunity. However, little attention has been given to the possibility that offering voice may have negative effects as well. We propose that negative consequences are particularly likely to occur when employees perceive the opportunity to voice opinions to be “pseudo voice”—voice opportunity given by managers who do not have the intention to actually consider employee input (i.e., (...)
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  3.  19
    When Employees Stop Talking and Start Fighting: The Detrimental Effects of Pseudo Voice in Organizations.Gerdien de Vries, Karen A. Jehn & Bart W. Terwel - 2012 - Journal of Business Ethics 105 (2):221-230.
    Many organizations offer their employees the opportunity to voice their opinions about work-related issues because of the positive consequences associated with offering such an opportunity. However, little attention has been given to the possibility that offering voice may have negative effects as well. We propose that negative consequences are particularly likely to occur when employees perceive the opportunity to voice opinions to be “pseudo voice”—voice opportunity given by managers who do not have the intention to actually consider employee input (i.e., (...)
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  4.  18
    Ranking Rank Behaviors A Comprehensive Situation-Based Definition of Dishonesty.Elizabeth D. Scott & Karen A. Jehn - 1999 - Business and Society 38 (3):296-325.
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  5.  16
    About Face: How Employee Dishonesty Influences a Stakeholder's Image of an Organization.Elizabeth D. Scott & Karen A. Jehn - 2003 - Business and Society 42 (2):234-266.
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  6.  27
    Multiple Stakeholder Judgments of Employee Behaviors: A Contingent Prototype Model of Dishonesty. [REVIEW]Elizabeth D. Scott & Karen A. Jehn - 2003 - Journal of Business Ethics 46 (3):235 - 250.
    This paper describes the moral judgments made by various stakeholders in determining whether an event, caused by an organizational employee, constitutes dishonesty. It models person-situation interaction effects of situations in organizational settings and persons making moral judgments to predict judgments of dishonesty. Using a prototype definition of dishonesty, the paper examines the effects of differences in four areas (the prototypicality of the act, the actor''s motivation, the potential consequences, and the person judging the event) on the moral judgment of whether (...)
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  7.  12
    Lies in the Sky: Effects of Employee Dishonesty on Organizational Reputation in the Airline Industry.Karen A. Jehn & Elizabeth D. Scott - 2015 - Business and Society Review 120 (1):115-136.
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  8. Lies in the Skies.Karen A. Jehn & Elizabeth D. Scott - 1998 - Proceedings of the International Association for Business and Society 9:107-118.
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