7 found
Russell Cropanzano [7]Russell S. Cropanzano [1]
  1.  25
    Organizational Justice and Behavioral Ethics: Promises and Prospects.Russell Cropanzano & Jordan H. Stein - 2009 - Business Ethics Quarterly 19 (2):193-233.
    Scholars studying organizational justice have been slow to incorporate insights from behavioral ethics research, despite the fields’ conceptual affinities. We maintain that this stems from differences in the paradigmatic approaches taken by scholars in each area. First, justice research historically has assumed that individuals are motivated by a desire for instrumental control of worthwhile outcomes or by a concern with social status, while behavioral ethics has paid more attention to the role of internalized moral convictions and duties. Second, organizational justice (...)
    Direct download (5 more)  
    Export citation  
    Bookmark   20 citations  
  2.  5
    Deontic Justice and Organizational Neuroscience.William Becker, Sebastiano Massaro & Russell Cropanzano - 2017 - Journal of Business Ethics 144 (4):733-754.
    According to deontic justice theory, individuals often feel principled moral obligations to uphold norms of justice. That is, standards of justice can be valued for their own sake, even apart from serving self-interested goals. While a growing body of evidence in business ethics supports the notion of deontic justice, skepticism remains. This hesitation results, at least in part, from the absence of a coherent framework for explaining how individuals produce and experience deontic justice. To address this need, we argue that (...)
    Direct download (2 more)  
    Export citation  
    Bookmark   7 citations  
  3. Moral Leadership: A Short Primer on Competing Perspectives.Russell Cropanzano & Fred O. Walumbwa - 2010 - In Marshall Schminke (ed.), Managerial Ethics: Managing the Psychology of Morality. Routledge. pp. 21--52.
    Export citation  
    Bookmark   4 citations  
  4.  18
    Beyond the Particular and Universal: Dependence, Independence, and Interdependence of Context, Justice, and Ethics.Marion Fortin, Thierry Nadisic, Chris M. Bell, Jonathan R. Crawshaw & Russell Cropanzano - 2016 - Journal of Business Ethics 137 (4):639-647.
    This article reflects on context effects in the study of behavioral ethics and organizational justice. After a general overview, we review three key challenges confronting research in these two domains. First, we consider social scientific versus normative approaches to inquiry. The former aims for a scientific description, while the latter aims to provide prescriptive advice for moral conduct. We argue that the social scientific view can be enriched by considering normative paradigms. The next challenge we consider, involves the duality of (...)
    Direct download (4 more)  
    Export citation  
    Bookmark   2 citations  
  5. Social Hierarchies and the Evolution of Moral Emotions.Robert Folger & Russell Cropanzano - 2010 - In Marshall Schminke (ed.), Managerial Ethics: Managing the Psychology of Morality. Routledge. pp. 207--234.
    Export citation  
    Bookmark   1 citation  
  6. G. Stoney Alder is a Doctoral Candidate at the University of Colorado at Boulder. He is Pursuing a Degree in Organizational Behavior and Human Resource Management. His Research Interests Include Employee Performance Monitoring, Organizational Justice, and Performance Feedback. He has Pub-Lished Articles on These Topics in Management Communication Quarterly. [REVIEW]Russell Cropanzano - 1998 - In Marshall Schminke (ed.), Managerial Ethics: Moral Management of People and Processes. Lawrence Erlbaum Assocs.. pp. 215.
    Export citation  
  7.  2
    When Managers Become Robin Hoods: A Mixed Method Investigation.Russell Cropanzano, Daniel P. Skarlicki, Thierry Nadisic, Marion Fortin, Phoenix Van Wagoner & Ksenia Keplinger - 2022 - Business Ethics Quarterly 32 (2):209-242.
    When subordinates have suffered an unfairness, managers sometimes try to compensate them by allocating something extra that belongs to the organization. These reactions, which we label as managerial Robin Hood behaviors, are undertaken without the consent of senior leadership. In four studies, we present and test a theory of managerial Robin Hoodism. In study 1, we found that managers themselves reported engaging in Robin Hoodism for various reasons, including a moral concern with restoring justice. Study 2 results suggested that managerial (...)
    Direct download (2 more)  
    Export citation