nach oben

Journal of Business Ethics

Erschienen in:

01.03.2018 | Original Paper

Influence of Formal Ethics Program Components on Managerial Ethical Behavior

verfasst von: Anna Remišová, Anna Lašáková, Zuzana Kirchmayer

Erschienen in: Journal of Business Ethics | Ausgabe 1/2019

Einloggen

Aktivieren Sie unsere intelligente Suche, um passende Fachinhalte oder Patente zu finden.

search-config

KI-gestützte Suche

Aus

Abstract

The article deals with the influence of organizational ethics program (EP) components on managerial ethical behavior. The main aim was to establish which EP components are perceived as valuable and useful to foster the ethical behavior of managers. Moreover, we also aimed to investigate the role of ethics training in this context and to explore whether it can potentially increase managers’ trust in EP components as effective tools for the promotion of ethical behavior. The article advances the EP theory in several ways. It offers novel insights into both business ethics and EP development in the specific cultural and social circumstances of a former socialist country in the Central and Eastern European region, Slovakia. It shows that codes of ethics and related reporting and control mechanisms are perceived as the most effective EP components to shape managerial ethical behavior. Furthermore, based on empirical evidence, and to some extent contrary to prior theory, the article unveils three EP functions, namely the ‘compliance with group norms,’ the ‘ethics education through collective discussion,’ and the ‘counselling and resolving of ethical issues’ at workplace. In addition, the article shows that ethics trainings can help to boost the trust of managers toward EP components and might be conceptualized as a precursor for an effectively functioning EP.

Vorheriger Artikel A Big-Data Approach to Understanding the Thematic Landscape of the Field of Business Ethics, 1982–2016

Nächster Artikel What Do Online Complainers Want? An Examination of the Justice Motivations and the Moral Implications of Vigilante and Reparation Schemas

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

über 102.000 Bücher
über 537 Zeitschriften

aus folgenden Fachgebieten:

Automobil + Motoren
Bauwesen + Immobilien
Business IT + Informatik
Elektrotechnik + Elektronik
Energie + Nachhaltigkeit
Finance + Banking
Management + Führung
Marketing + Vertrieb
Maschinenbau + Werkstoffe
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

über 67.000 Bücher
über 340 Zeitschriften

aus folgenden Fachgebieten:

Bauwesen + Immobilien
Business IT + Informatik
Finance + Banking
Management + Führung
Marketing + Vertrieb
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Nur mit Berechtigung zugänglich

Beeri, I., Dayan, R., Vigoda-Gadot, E., & Werner, S. B. (2013). Advancing ethics in public organizations: The impact of an ethics program on employees’ perceptions and behaviors in a regional council. Journal of Business Ethics, 112(1), 59–78.

Bohatá, M. (1997). Business ethics in Central and Eastern Europe with special focus on the Czech Republic. Journal of Business Ethics, 16(14), 1571–1577.

Brenner, S. N. (1992). Ethics programs and their dimensions. Journal of Business Ethics, 11(5–6), 391–399.

Center for Business Ethics. (1986). Are corporations institutionalizing ethics? Journal of Business Ethics, 5(2), 85–91.

Delaney, J. T., & Sockell, D. (1992). Do company ethics training programs make a difference? An empirical analysis. Journal of Business Ethics, 11(11), 719–727.

Felo, A. J. (2001). Ethics programs, board involvement, and potential conflicts of interest in corporate governance. Journal of Business Ethics, 32(3), 205–218.

Frisque, D. A., & Kolb, J. A. (2008). The effects of an ethics training program on attitude, knowledge, and transfer of training of office professionals: A treatment- and control-group design. Human Resource Development Quarterly, 19(1), 35–53.

Jackson, K. T. (1997). Globalizing corporate ethics programs: Perils and prospects. Journal of Business Ethics, 16(12–13), 1227–1235.

Johnson, K. W., & Abramov, I. Y. (2004). Business ethics. A manual for managing a responsible business enterprise in emerging market economies. Washington, DC: U.S. Department of Commerce, International Trade Administration.

Jones, D. A. (2009). A novel approach to business ethics training: Improving moral reasoning in just a few weeks. Journal of Business Ethics, 88(2), 367–379.

Kaptein, M. (2008). Developing and testing a measure for the ethical culture of organizations: the corporate ethical virtues model. Journal of Organizational Behavior, 29(7), 923–947.

Kaptein, M. (2009). Ethics programs and ethical culture: A next step in unravelling their multi-faceted relationship. Journal of Business Ethics, 89(2), 261–281.

Kaptein, M. (2010). The ethics of organizations: A longitudinal study of the U.S. working population. Journal of Business Ethics, 92(4), 601–618.

Kaptein, M. (2011a). Toward effective codes: Testing the relationship with unethical behavior. Journal of Business Ethics, 99(2), 233–251.

Kaptein, M. (2011b). Understanding unethical behavior by unravelling ethical culture. Human Relations, 64(6), 843–869.

Kaptein, M. (2015). The effectiveness of ethics programs: The role of scope, composition, and sequence. Journal of Business Ethics, 132(2), 415–431.

Kaptein, M. (2017). The battle for business ethics: A struggle theory. Journal of Business Ethics, 144(2), 343–361.

LeClair, D. T., & Ferrell, L. (2000). Innovation in experiential business ethics training. Journal of Business Ethics, 23(3), 313–322.

Maak, T., & Ulrich, P. (2007). Integre Unternehmensführung. Ethisches Ortientierungswissen für die Wirtschaftspraxis. Stuttgart: Schäffer-Poeschel Verlag.

MacLean, T., Litzky, B. E., & Holderness, D. K. (2015). When organizations don’t walk their talk: A cross-level examination of how decoupling formal ethics programs affects organizational members. Journal of Business Ethics, 128(2), 351–368.

Majluf, N. S., & Navarrete, C. M. (2011). A two-component compliance and ethics program model: An empirical application to Chilean corporations. Journal of Business Ethics, 100(4), 567–579.

Mohamad, N., Rahman, H. A., Usman, I. M., & Tawil, N. M. (2015). Ethics education and training for construction professionals in Malaysia. Asian Social Science, 11(4), 55–64.

Nijhof, A., Fisscher, O., & Looise, J. K. (2000). Coercion, guidance and mercifulness: The different influences of ethics programs on decision-making. Journal of Business Ethics, 27(1–2), 33–42.

Palmer, D. E., & Zakhem, A. (2001). Bridging the gap between theory and practice: Using the 1991 Federal Sentencing Guidelines as a paradigm for ethics training. Journal of Business Ethics, 29(1–2), 77–84.

Peterson, E. A. (2013). Compliance and ethics programs: Competitive advantage through the law. Journal of Management and Governance, 17(4), 1027–1045.

Remišová, A. (1997). Podnikateľská etika. Úvod do problematiky. Bratislava: Ekonóm.

Remišová, A. (2011). Vademecum of business ethics. Bratislava: Sprint dva.

Remišová, A. (2015). Súčasné trendy podnikateľskej etiky—od teórie k praxi. Bratislava: Wolters Kluwer.

Reynolds, S. J., & Bowie, N. E. (2004). A Kantian perspective on the characteristics of ethics programs. Business Ethics Quarterly, 14(2), 275–292.

Ruiz, P., Martinez, R., Rodrigo, J., & Dias, C. (2015). Level of coherence among ethics program components and its impact on ethical intent. Journal of Business Ethics, 128(4), 725–742.

Schminke, M., Caldwell, J., Ambrose, M. L., & McMahon, S. R. (2014). Better than ever? Employee reactions to ethical failures in organizations, and the ethical recovery paradox. Organizational Behavior and Human Decision Processes, 123(2), 206–219.

Schwartz, M. S. (2013). Developing and sustaining an ethical corporate culture: The core elements. Business Horizons, 56(1), 39–50.

Stansbury, J., & Barry, B. (2007). Ethics programs and the paradox of control. Business Ethics Quarterly, 17(2), 239–361.

Taylor, A. (2013). Ethics training for accountants: Does it add up? Meditary Accountancy Research, 21(2), 161–177.

Trevino, L. K., Brown, M., & Hartman, L. P. (2003). A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite. Human Relations, 56(1), 5–37.

Trevino, L. K., & Weaver, G. R. (2001). Organizational justice and ethics program “follow-through”: Influences on employees’ harmful and helpful behaviour. Business Ethics Quarterly, 11(4), 651–671.

Trevino, L. K., Weaver, G. R., & Brown, M. E. (2008). It’s lovely at the top: Hierarchical levels, identities, and perceptions of organizational ethics. Business Ethics Quarterly, 18(2), 233–252.

Ulrich, P., Lunau, Y., & Weber, T. (1996). “Ethikmassnahmen” in der Unternehmenspraxis—Zum Stand der Wahrnehmung und Institutionalisierung von Unternehmensethik in schweizerischen und deutschen Firmen—Ergebnisse einer Befragung. Berichte des Instituts für Wirtschaftsethik der Universität St. Gallen Nr. 73. St. Gallen: Institut für Wirtschaftsethik.

United States Sentencing Commission. (2015). Guidelines manual (November 2015). http://www.ussc.gov/sites/default/files/pdf/guidelines-manual/2015/GLMFull.pdf. Accessed 17 Aug 2016.

Valentine, S. (2009). Ethics training, ethical context, and sales and marketing professionals’ satisfaction with supervisors and coworkers. Journal of Personal Selling and Sales Management, 29(3), 227–242.

Verbos, A. K., Gerard, J. A., Forshey, P. R., Harding, C. S., & Miller, J. S. (2007). The positive ethical organization: Enacting a living code of ethics and ethical organizational identity. Journal of Business Ethics, 76(1), 17–33.

Verma, P., Mohapatra, S., & Lövstedt, J. (2016). Ethics training in the Indian IT sector: Formal, informal of both? Journal of Business Ethics, 133(1), 73–93.

Warren, D. E., Gaspar, J. P., & Laufer, W. S. (2014). Is formal ethics training merely cosmetic? A study of ethics training and ethical organizational culture. Business Ethics Quarterly, 24(1), 85–117.

Weaver, G. R. (2001). Ethics programs in global businesses: Culture’s role in managing ethics. Journal of Business Ethics, 30(1), 3–15.

Weaver, G. R., & Trevino, L. K. (1999a). Compliance and values oriented ethics programs: Influences on employees’ attitudes and behaviour. Business Ethics Quarterly, 9(2), 315–335.

Weaver, G. R., & Trevino, L. K. (1999b). Corporate ethics program as control systems: Influences of executive commitment and environmental factors. Academy of Management Journal, 42(1), 41–57.

Weaver, G. R., Trevino, L. K., & Agle, B. (2005). “Somebody I look up to”: Ethical role models in organizations. Organizational Dynamics, 34(4), 313–330.

Weaver, G. R., Trevino, L. K., & Cochran, P. L. (1999). Corporate ethics practices in the mid-1990’s: An empirical study of the Fortune 1000. Journal of Business Ethics, 18(3), 283–294.

Weber, J. (2006). Implementing an organizational ethics program in an academic environment: The challenges and opportunities for the Duquesne University schools of business. Journal of Business Ethics, 65(1), 23–42.

Weber, J. (2015). Investigating and assessing the quality of employee ethics training programs among US-based global organizations. Journal of Business Ethics, 129(1), 27–42.

Weber, J., & Fortun, D. (2005). Ethics and compliance officer profile: Survey, comparison, and recommendations. Business and Society Review, 110(2), 97–115.

Wieland, J. (1993). Formen der Institutionalisierung von Moral in amerikanischen Unternehmen. Die amerikanische Business-Ethics-Bewegung: Why and how they do it. Bern: Haupt.

Wittmann, S. (1995). Ethik-Kodex und Ethik-Kommission. Ansätze zur Institutionalisierung von Unternehmensethik. Berichte des Instituts für Wirtschaftsethik der Universität St. Gallen Nr. 69. St. Gallen: Institut für Wirtschaftsethik.

Titel: Influence of Formal Ethics Program Components on Managerial Ethical Behavior
verfasst von: Anna Remišová
Anna Lašáková
Zuzana Kirchmayer
Publikationsdatum: 01.03.2018
Verlag: Springer Netherlands
Erschienen in: Journal of Business Ethics / Ausgabe 1/2019
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
DOI: https://doi.org/10.1007/s10551-018-3832-3

Springer Professional

Abstract

Bitte loggen Sie sich ein, um Zugang zu Ihrer Lizenz zu erhalten.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Springer Professional "Wirtschaft"

Weitere Artikel der Ausgabe 1/2019

Response-Ability: Practicing Integrity Through Intimacy in the Marketplace

Executive Compensation and Employee Remuneration: The Flexible Principles of Justice in Pay

Denouncing Odious Debts

On the Possibility of a Paratelic Initiation of Organizational Wrongdoing

A Big-Data Approach to Understanding the Thematic Landscape of the Field of Business Ethics, 1982–2016

‘Whistleblowing Triangle’: Framework and Empirical Evidence

Premium Partner