Relevant bibliographies by topics / Unethical behaviors

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Unethical behaviors'

Author: Grafiati
Published: 4 June 2021
Last updated: 8 February 2022

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Journal articles on the topic "Unethical behaviors"

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Ahmed, Ambreen, Aamir Firoz Shamsi, and Mudassar Aziz. "A Missing Link Between Job Autonomy and Unethical Behavior." ETIKONOMI 19, no. 1 (March 22, 2020): 95–118. http://dx.doi.org/10.15408/etk.v19i1.12391.

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The purpose of this paper is to theoretically address a surprising omission in literature by proposing a cognitive mechanism that sanctions individual-level unethical behaviors. This secondary literature-based qualitative study fills a theoretical gap by employing an extensive review of substantive empirical and theoretical literature of the last 15 years. However, those who consider their moral identity necessary for their self-concept are less likely to behave unethically. This proposed process, along with the path suggested by previous studies, in which individuals are having job autonomy feel unconstrained by rules before engaging in unethical behaviors. So, it proposes an underlying cognitive mechanism between job autonomy and unethical behavior. This study implies that it clarifies job autonomy’s role in promoting the negative outcome of employees’ unethical behaviors and informs organizational policymakers about the importance of satisfying the need for job autonomy.JEL Classification: D23, M12, M51, O15How to Cite:Ahmed, A., Shamsi, A. F., & Aziz, M. (2020). A Missing Link Between Job Autonomy and Unethical Behavior. Etikonomi: Jurnal Ekonomi, 19(1), 95 – 118. https://doi.org/10.15408/etk.v19i1.12391.
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Korulczyk, Tomasz, and Helena D. Cooper-Thomas. "Person–Supervisor Fit and Proactive Behavior and Unethical Behaviors." Roczniki Psychologiczne 23, no. 3 (February 16, 2021): 247–66. http://dx.doi.org/10.18290/rpsych20233-4.

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This study examined how person–supervisor fit is related to employees’ proactive behavior and unethical behavior towards the organization. The study involved 321 employees representing various sectors in Poland. The participants completed the Person–Supervisor Fit Scale, Proactive Behavior Scale, and the Unethical Behavior Questionnaire. Results show that a supplementary fit is weakly and positively related to proactive behavior but is not related to complementary fit. Surprisingly, supplementary fit is weakly but positively related to unethical behavior, while complementary fit from a needs–resources perspective is weakly and negatively associated with unethical behavior. Conclusions may be applied to organizational settings challenged by the problem of employee unethical behavior and their low proactivity in the context of person–supervisor congruence.
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Gray, Garry C. "The Ethics of Pharmaceutical Research Funding: A Social Organization Approach." Journal of Law, Medicine & Ethics 41, no. 3 (2013): 629–34. http://dx.doi.org/10.1111/jlme.12072.

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What does unethical behavior look like in everyday professional practice, and how might it become the accepted norm? Examinations of unethical behavior often focus on failures of individual morality or on psychological blind spots, yet unethical behaviors are generated and performed through social interactions across professional practices rather than by individual actors alone. This shifts the focus of behavioral ethics research beyond the laboratory exploring motivation and cognition and into the organizations and professions where unethical behavior is motivated, justified, enabled and supported in specific social contexts. For instance, when pharmaceutical firms fund academic research, how do the funding arrangements intersect with individual behaviors that are typical in academic research? In turn, how do academic-industry interactions affect scientific norms, particularly those involving compliance with rules, regulations, and ethical codes of conduct? A social organization approach to ethics allows us not only to examine ethics in practice, but also to tease apart unethical behaviors that might operate on an unreflective level and become accepted as “just the way it is.”
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Hong, Nguyen Thi. "Unintentional unethical behavior: the mediating and moderating roles of mindfulness." International Journal of Ethics and Systems 36, no. 1 (October 14, 2019): 98–118. http://dx.doi.org/10.1108/ijoes-02-2019-0044.

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Purpose This paper aims to investigate the mediating and moderating roles of mindfulness in explaining the influences of performance goal attributes (e.g. difficulty, specificity and performance pressure), moral justification and peer unethical sales behavior on unintentional unethical behavior in the sales context. In this study, goal attributes and peer unethical sales behavior are proposed to positively impact unethical selling behavior. Especially, mindfulness and moral justification are explored as mediators of these relationships. Moreover, mindfulness also moderates the influence of peer’s unethical sales behavior on moral justification. Design/methodology/approach A sample of 188 salespeople working in companies in Vietnam is included to test the conceptual framework. Partial least squares structural equations modeling and SmartPLS v3 were implemented to test the path model. Findings This study highlights the mediating and moderating roles of mindfulness in explaining unintentional unethical behavior. The findings indicate that sales performance goals negatively influence mindfulness and positively influence unethical behavior. In the mediating role, mindfulness mediates the relationships between goal attributes and moral justification. Further, moral justification also mediates the influence of mindfulness on unethical behavior. In the moderating role, mindfulness plays a significant impact on the positive relationships between peers’ unethical selling behavior and moral justification. Research limitations/implications Data are collected from salespeople in Vietnam. Therefore, the results are limited. Practical implications While many organizations use goal-setting as a tool to promote employees’ performance, it is warned that goal variables (e.g. difficulty, specificity and performance pressure) may lead to unethical behavior. Interestingly, people may fail to notice moral dilemmas because of focusing on the goals. Furthermore, ethical erosion in organizations may spur unethical selling behavior. Therefore, salespeople sell unethically without intention to do so. Proposing mindfulness as self-regulation, these findings may explain the reasons people display unintentional unethical behavior. Therefore, it is crucial to set performance goals for employees not only to promote their performance but also to prevent unethical behaviors. Social implications By focusing on the roles of mindfulness that foster unintended unethical practices, this study provides important implications for governments and policymakers. For example, governments may emphasize ethical codes to clearly definite which practices are unethical. Moreover, ethics training should be considered to enhance ethical cognition in people. Originality/value Emphasizing unintentional unethical selling behaviors in sales context, this study tests a research framework which highlights the roles of mindfulness in explaining the dark effects of performance goals on people’s cognition and behavior. Therefore, this paper contributes to a deeper understanding of ethical blind spots in people’s cognition.
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Blair, Carrie A., Katherine Helland, and Bill Walton. "Leaders behaving badly: the relationship between narcissism and unethical leadership." Leadership & Organization Development Journal 38, no. 2 (April 3, 2017): 333–46. http://dx.doi.org/10.1108/lodj-09-2015-0209.

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Purpose Narcissism is often cited as a construct that is likely related to unethical leadership. Still, only a handful of empirical studies have examined the relationship between narcissism and workgroup outcomes, and practically none have linked narcissism to leader behaviors. The purpose of this paper is to use narcissism scores to predict behaviors associated with unethical leadership in a controlled setting. Design/methodology/approach Participants completed a measure of narcissistic personality. Participants also completed an administrative assessment center (AC). Qualitative analysis was used to code the behaviors in the AC into dimensions associated with unethical leader behavior. Findings Narcissism was related to the display of unethical behaviors during the AC. Scores on the narcissism scale correlated positively with behaviors associated with unethical leadership, including one-way communication, control of power, insensitivity to others, an unrealistic assessment of the environment, manipulative communication, and pseudo-transformational behaviors. Originality/value This is one of only a few studies that demonstrate a relationship between narcissism and observed unethical “bad” leader behaviors. Quantifying this relationship suggests that measures of narcissism could be used in leadership selection. Quantifying this relationship could also be used by coaches as they work to improve leader behavior.
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McMahon, Joan M., and Ronnie Cohen. "How Can It Be Wrong (When It Feels So Right)?" International Journal of Technoethics 3, no. 1 (January 2012): 53–84. http://dx.doi.org/10.4018/jte.2012010105.

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In this study, 663 participants, both undergraduates and professionals, were asked to indicate their ethical judgment of, and behavioral intention regarding, 34 behaviors utilizing new technology. The authors found partial support for all hypotheses: as age increased behaviors were judged as being more unethical and participants reported that they were less likely to engage in the behaviors; professionals judged behaviors as being more unethical than students and reported they were less likely to engage in the behaviors than students; females judged behaviors as being more unethical than males and reported that they were less likely to engage in the behaviors than males; and participants indicated that they were more likely to engage in behaviors than would be suggested by their ethical judgment of those behaviors. The findings are important for developing codes of conduct, laws, and training programs that will lead to greater ethical behavior using new technology.
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Paterson, Ted A., and Lei Huang. "Am I Expected to Be Ethical? A Role-Definition Perspective of Ethical Leadership and Unethical Behavior." Journal of Management 45, no. 7 (April 23, 2018): 2837–60. http://dx.doi.org/10.1177/0149206318771166.

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Prior studies have demonstrated that leaders’ ethical behaviors have an impact on followers’ unethical behaviors, and yet the explanatory mechanisms in this relationship have not been fully explored. To further explicate the relationship between ethical leadership and unethical employee behavior, we adopted a role-based perspective and introduced the concept of role ethicality. That is, we explored the impact that leaders’ actions and voice behaviors, particularly regarding ethical issues, have on perceptions of ethical role requirements and in turn the effect such perceptions have on unethical behavior. In a field study involving 394 employees and 68 supervisors and a randomized experiment conducted with 121 working professionals, we find that as predicted, leaders’ behaviors and ethical voice have a significant influence on role ethicality, which in turn impacts unethical behavior. Based on our empirical findings, we describe the implications, limitations, and future directions relevant to this study.
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Guvendi, Burcu, and Ayse Turksoy Isim. "Moral Disengagement Level of Team Athletes Depending on Unethical Behaviors They Perceived from Their Coaches." Journal of Education and Learning 8, no. 4 (July 4, 2019): 83. http://dx.doi.org/10.5539/jel.v8n4p83.

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The aim of this study is to determine the correlation between moral disengagement level of team athletes and unethical behaviors they perceived from their coaches by examining moral disengagement level of team athletes depending on unethical behaviors they perceived from their coaches. The target population of the study consists of 305 team athletes whose age average is 20.45 ± 4.68 and who are training with the same trainer for average of 2.01 ± 1.69 years and from basketball, football and volleyball branches. In this study, “Moral Disengagement in Sport” and “Athlete’s Perception about Coaches’ Unethical Behaviors” scales have been used as data collection tools. Descriptive statistics, t test, ANOVA and Pearson Correlation analysis were used for the analysis of data. According to the findings of the study, it was observed that there was a positive low level of correlation between moral disengagement and athlete’s perception about unethical behaviors of the coach. Younger athletes have a higher perception about unethical behavior they perceived from coaches. Moral disengagement scores of male athletes, athletes who did not take part in national team and athletes who were punished were significantly higher. Significant difference was observed in moral disengagement and in the sub-dimensions of the athletes’ perception about their coaches’ unethical behavior scales by branch. When the meeting level of athletes with their coaches in the social environment examined, it was seen that there was a significant difference in all sub-dimensions of the athlete’s perception regarding the coach’s unethical behaviors scale. When athlete’s level of communication with their coaches was examined, there was a significant difference in all sub-dimensions of the athlete’s perception regarding the coach’s unethical behaviors scale. As a result, as the level of unethical behavior that athletes perceived from their coaches increases, the level of moral disengagement also increases.
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Erkutlu, Hakan Vahit, and Jamel Chafra. "Leader narcissism and subordinate embeddedness." EuroMed Journal of Business 12, no. 2 (July 3, 2017): 146–62. http://dx.doi.org/10.1108/emjb-04-2016-0012.

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Purpose The purpose of this paper is to examine the relationship between leader narcissism (LN) and subordinate embeddedness as well as to test the moderating roles of moral attentiveness (MA) and behavioral integrity (BI) on that very relationship. Design/methodology/approach Data were collected from 19 five-star hotels in Turkey. The sample included 1,613 employees along with their first-line managers. The moderating roles of MA and BI on the LN and subordinate embeddedness relationship were tested using the moderated hierarchical regression analysis. Findings The moderated hierarchical regression analysis results revealed that there was a significant negative relationship between LN and subordinate embeddedness. In addition, this very relation was weaker when both MA and BI were higher than when they were lower. Practical implications This study showed that employee perception of LN decreased employee’s job embeddedness (JE). The study findings point out the importance of reinforcing an ethical context as well as the importance of leader selection. Specifically, in order to ensure that narcissistic leaders do not thrive in organizations, it is significant to maintain an ethical context. Whether the context is ethical, unethical, or interpersonally ineffective, behaviors will likely be more salient and evaluated more negatively by coworkers. On the other hand, when narcissistic leaders are inserted in organizations with unethical contexts, the result is a perfect storm that reinforces narcissists’ unethical behaviors and potentially promotes narcissistic leaders. Still, it is likely that narcissists exhibit unethical and ineffective behaviors regardless of the ethical context, meaning that an ethical context does not necessarily prevent narcissistic leaders from behaving ineffectively and unethically. Thus, the implementation of management selection geared toward targeting precursors of unethical behaviors is an equally vital strategy to prevent unethical behaviors on the part of organizational leaders. Originality/value The study provides new insights into the influence that LN may have on subordinate JE and the moderating roles of MA and BI in the link between LN and JE. The paper also offers a practical assistance to employees in the hospitality industry and their leaders interested in building trust and increasing leader-subordinate relationship and JE.
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Wong, Simon Chak-keung, and Jane Shiyin Li. "Will hotel employees’ perception of unethical managerial behavior affect their job satisfaction?" International Journal of Contemporary Hospitality Management 27, no. 5 (July 13, 2015): 853–77. http://dx.doi.org/10.1108/ijchm-06-2013-0253.

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Purpose – This study aims to investigate how Chinese hotel employees (Zhejiang province in mainland China) perceive unethical managerial behavior. It targets to identify any underlying dimensions that exist among the hotel employees. This study also aims to discover any relationship between overall job satisfaction and the derived dimensions. The effects of demographic variables on employees’ job satisfaction and its relationship with unethical managerial behavior are also investigated. Recommendations are presented to hoteliers and human resources practitioners on developing an ethical climate in the hotel industry. Design/methodology/approach – Quantitative mixed methods incorporated both in-depth interviews on identifying 20 unethical managerial behaviors among hotel employees, and statistical analyses of the dimensions of the said behaviors were applied to this research. As quantitative analysis was the principal data analysis method adopted to test the hypotheses on hotel employees’ perception of unethical managerial behavior and job satisfaction, a self-administrated questionnaire was developed. A total of 268 completed questionnaires were collected, and factor analysis, multiple regression, independent t-test and ANOVA were conducted to analyze the data. Findings – Three factors of unethical managerial behavior were developed: unethical treatment of employees; unfair and broken promises to employees; and inequity and unsympathetic treatment of employees. “Unethical treatment of employees” was found to be significantly related to overall job satisfaction among hotel employees in multiple regression analysis. Demographic differences were also found to exert effects on the three factors and overall job satisfaction. Practical implications – This paper successfully identified three underlying dimensions that exist among Chinese hotel employees’ perception of unethical managerial behavior. Three recommendations are presented to hoteliers as well as human resources practitioners for developing an ethical climate in the hotel industry. Originality/value – This study contributes to advance the understanding of the hotel employees’ perception of unethical managerial behavior. The relationship between job satisfaction and the derived three underlying dimensions is discovered.
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Dissertations / Theses on the topic "Unethical behaviors"

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Anderson, Jiari Ebony. "Decreasing Unethical Behaviors in Financial Institutions." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5820.

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An ethical climate helps to ensure a trustworthy organizational culture. This multiple case study explored strategies that banking managers in the southeastern region of the United States used to decrease unethical employee behaviors. The target population included 6 banking managers who demonstrated effective strategies to help ensure an ethical culture and decease unethical behaviors. Hunt and Vitell's ethical decision making theory served as the conceptual framework for this research. Data were obtained from face-to-face interviews and the review of archival data from website information. Data analysis involved an inductive examination following case descriptions. Intensive leadership skills and managers' effective communication emerged as the significant themes. Strategies that facilitated group effort in participants' organizations related to developing comprehensive training programs and policies and procedures. Organizational leaders that promote ethical behaviors can bring about positive change by encouraging inclusive growth, creating productive economic opportunities for individuals, alleviating poverty throughout communities, and contributing to the health and education of those communities.
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Ilie, Alexandra. "Unethical Pro-Organizational Behaviors: Antecedents and Boundary Conditions." Scholar Commons, 2012. http://scholarcommons.usf.edu/etd/4085.

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The goals of the current study were to examine the antecedents and boundary conditions of a new construct called unethical pro-organizational behavior (UPB) defined as behaviors that are unethical but at the same time helping the organizations (e.g., giving a low performing employee a letter of recommendation to help him/her find a job in another organization). Drawing from social exchange theory, antecedents such as leader-member exchange, perceived organizational support, idiosyncratic deals, and leader-member exchange were hypothesized to be positively related to UPB Three moderators of the impact of the social exchange variables on UPB: were also investigated: moral identity, psychological entitlement, and supervisor's embodiment of the organization. Data was collected in a cross-sectional survey from 269 employees and 144 supervisors. The hypotheses were tested using correlations and moderated multiple regressions. The results indicate that none of the hypotheses were supported. However, there were some interesting unexpected findings as some social exchange variables were found to correlate negatively with UPB. Implications for future research and practice are discussed.
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Bryant, Lynne J. "The relationship between participation in unethical behaviors during the nursing student experience and participation in unethical behaviors as a registered nurse." FIU Digital Commons, 1997. http://digitalcommons.fiu.edu/etd/1879.

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The effect of unethical behaviors in health care settings is an important issue in the safe care of clients and has been a concern of the nursing profession for some time. The purpose of this study was to examine the relationship between use of unethical behaviors in the nursing student experience and the use of unethical behaviors in the workplace as a registered nurse. In addition, the relationship between the severity of unethical behaviors utilized in the classroom, clinical setting and those in the workplace was examined. To insure greater honesty in self-report, only a limited umber of demographic variables were requested from participants. During the summer of 1997, a 56 item questionnaire was distributed to registered nurses enrolled in either undergraduate or graduate courses in a public or private institution. The participants were asked to self-report their own use of unethical behaviors as well as their peers use of unethical behaviors. In order to assign a severity score for each item, nursing school faculty were asked to rate severity of unethical behaviors which could be used during the nursing student experience and nursing administrators were asked to rate unethical behaviors which could be used in the workplace. A significant positive relationship was found between individuals' use of unethical behaviors during nursing school and those used in the workplace r = .630. A significant positive relationship was found between the severity of unethical behaviors used in the nursing student experience and the severity of unethical behaviors used in the workplace r = .637. No relationship was found between years of practice, type of initial nursing education and whether or not the participant was raised inside or outside the United States and the use of unethical behaviors.
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Honderich, Eleni Maria. "Assessing the Effects of Workplace Aggression and Normative Unethical Behaviors on Counselors' Perceptions of Ethicality using an Integrative Understanding of Morality." W&M ScholarWorks, 2014. https://scholarworks.wm.edu/etd/1539618905.

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Acting ethically is a core facet of the counseling profession's identity, safeguarding clients from undue harm (ACA, 2005). Through an increased understanding of both detrimental and positive factors that can influence counselors' perceptions of ethical behaviors, the counseling profession can intervene accordingly; this knowledge may assist in managing the problem related to unethical infractions. However, ethical behavior is a multifaceted and complex phenomenon, leaving many factors to be explored and examined. Workplace aggression, exposure to normative unethical behaviors, and an integrated modal of morality constitute some of these factors that warrant further investigation. A dearth of research currently exists within the counseling profession that examines the effects of workplace aggression and exposure to normative unethical behavior on counselors' perceptions of ethicality. Additionally, mediating variables in the context of acting ethically have scantly been researched within the counseling profession, including moral development and the moral foundations of care, fairness, and justice (integrated modal of morality). The present study investigated these various variables and the subsequent affects/relationships that ensued on counselors' perceptions of ethicality. Two phases of research were conducted: a pilot study (n = 166) that assisted in the development a Perceived Ethical Perceptions Instrument and a main study (n = 76) that assessed perceived ethicality contingent on the variables of workplace aggression, normative unethical behaviors, and the integrated modal of morality. Results from this study substantiated the complexity inherent within perceptions of ethicality, indicating that certain contextual factors may affect facets of perceived ethicality differently. of particular interest, the current study indicated that workplace aggression and the occurrence of unethical infractions by work supervisors/bosses and peers necessitated further investigation.;Keywords: ethical perceptions, workplace aggression, integrative modal of morality.
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Herchen, Julia L. "Unethical Prosocial Behavior: Theory Development and Experimental Findings." Thesis, University of North Texas, 2015. https://digital.library.unt.edu/ark:/67531/metadc804877/.

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Job performance has historically been divided into two subsets, that which is prescribed and that which is discretionary. Further, discretionary workplace behavior has typically been described as either helpful or ethical (i.e. organizational citizenship behavior) or harmful and unethical (i.e. workplace deviance behavior) with behavior that is both helpful and unethical rarely discussed. I term this lesser discussed type of discretionary workplace behavior unethical prosocial behavior and define it as discretionary actions that are intended to benefit a specific referent outside the self, either an individual or a group, that are illegal and/or morally inappropriate to larger society. In addition to defining unethical prosocial behavior, this paper places the behavior in an organizing framework of discretionary workplace behaviors and tests several hypotheses regarding unethical prosocial behavior. The hypotheses address three primary research questions. First, are there contextual conditions that make it more likely that a person will engage in unethical prosocial behavior? Second, does the nature of the relationship between the actor and the beneficiary make unethical prosocial behavior more or less likely? And third, are there individual characteristics that serve to either constrain or enhance the likelihood that and individual will engage in unethical prosocial behavior? A 2 x 2 experimental design was used to test these hypotheses. As expected, in-group (vs. out-group) salience increased the likelihood of UPB. Individuals in the in-group condition engaged in significantly greater UPBs than those in the out-group condition. Contrary to expectations, shared reward (vs. no reward) decreased the likelihood of UPB. Individuals who were due a reward engaged less in UPBs than those who were not due a reward. Possible explanations for this relationship (both methodological and theoretical) are explored. While the overall effect of reward structure on UPB was in the opposite direction from that which was expected, propensity to morally disengage had the anticipated effect on the relationship between rewards and UPB. Those high in propensity to morally disengage were more likely to engage in UPB when a shared reward was offered (vs. no reward). Due to the nature of the task and the data collected, it was possible to operationalize UPB as a continuous measure as well as a dichotomous event (UPB/no UPB). This lead to a supplemental analysis that shed additional light on the nature of the relationship between group salience and UPB. The analysis shows that not only do subjects tend to over report the scores for fellow in-group members, but they also tend to underreport scores for out-group members. Fruitful areas for future work on the nascent UPB construct are discussed.
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O'Fallon, Michael James. "The influence of unethical peer behavior on observers' unethical behavior a social cognitive perspective /." Online access for everyone, 2007. http://www.dissertations.wsu.edu/Dissertations/Fall2007/m_ofallon_112507.pdf.

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Chatterjee, Sutirtha. "Unethical behavior using information technology." Online access for everyone, 2008. http://www.dissertations.wsu.edu/Dissertations/Summer2008/s_chatterjee_071508.pdf.

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Michailidou, Georgia. "Economic experiments on unethical behaviour." Thesis, University of Nottingham, 2018. http://eprints.nottingham.ac.uk/48971/.

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Cameron, Jessica Schwartz. "Flexible ethics : loss frames and unethical behavior /." May be available electronically:, 2009. http://proquest.umi.com/login?COPT=REJTPTU1MTUmSU5UPTAmVkVSPTI=&clientId=12498.

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Åfors, Signe. "Unethical Conduct & Stock Prices : A case study on the wealth effects of unethical corporate behavior." Thesis, Södertörns högskola, Nationalekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-38701.

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In the last decade Corporate Social Responsibility (CSR) has become increasingly important and multiple corporations that have been exposed for unethical behavior have been harshly penalized by the market. This study aims at evaluating wealth effects of unethical corporate behavior by doing a case study, in which an in-depth analysis is conducted on four infamous corporate scandals; Wells Fargo, HSBC, Danske Bank, and Volkswagen. Share prices are compared to an approximation of what the prices could have been, had the scandals not been revealed, to give an indication on abnormal returns around the announcement of the corporate scandals. The approximation is based on the share’s previous correlation with market returns. Results of the study are then contrasted to and analyzed with regard to findings of previously conducted event studies on the wealth loss suffered due to exposed unethical behavior. It is found that the corporate scandals resulted in substantial direct wealth losses in terms of market cap value and shareholder wealth for two of our cases, Wells Fargo and Volkswagen. The value decrease that Danske Bank suffered was also substantial, but had a lag in discernible market reactions in comparison to Wells Fargo and Volkswagen. HSBC has in recent years been lagging behind our price approximation, but any direct negative effect from the scandal announcement cannot be observed.
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Books on the topic "Unethical behaviors"

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Curbing unethical behavior in government. Westport, Conn: Greenwood Press, 1994.

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Peer reporting of unethical police behavior. El Paso: LFB Scholarly Pub., 2010.

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Handbook of unethical work behavior and individual well-being. Armonk, NY: M.E. Sharpe, 2013.

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Sunahara, Fumio David. Searching for causes: Entitlement and alienation as precursors of unethical police behaviour. Ottawa: Canadian Police College, 2004.

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Paul, Hersey, ed. The ethical executive: Becoming aware of the root causes of unethical behavior : 45 psychological traps that every one of us falls prey to. Stanford, Calif: Stanford Business Books, 2008.

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Kissman, Katha. Trouble at the top: The nonprofit board's guide to managing an imperfect chief executive. Washington, D.C: BoardSource, 2009.

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Olsen, Dale A. Flutes and Unethical/Ethical Behavior. University of Illinois Press, 2017. http://dx.doi.org/10.5406/illinois/9780252037887.003.0011.

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This chapter discusses flutes and both unethical and ethical behavior. Many of the folktales presented in this book can be interpreted as pertaining to unethical or ethical human behavior, even when the main actors are animals. This is one of the main functions of folklore—to instruct humans in proper ethical behavior within its cultural boundaries. Many folktales could properly end, “The moral of this story is ...” However, their charm is often the aspect of leaving the interpretation of a moral up to the listener or reader of the story. The stories in this chapter deal with behaviors such as greed and honesty.
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Sheer, Barbara Lee. THE RELATIONSHIPS AMONG SOCIALIZATION, EMPATHY, AUTONOMY AND UNETHICAL STUDENT BEHAVIORS IN BACCALAUREATE NURSING STUDENTS. 1989.

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Dietz, Joerg, and Emmanuelle P. Kleinlogel. Employment Discrimination as Unethical Behavior. Edited by Adrienne J. Colella and Eden B. King. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780199363643.013.5.

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We argue that research on employment discrimination can be enriched by studying it as unethical behavior. Using five moral principles, namely utilitarianism, distributive justice, righteousness of actions, virtuousness, and ethics of care, we illustrate the treatment of employment discrimination as a moral issue. An overarching theme in this discussion is that nondiscrimination is a fundamental human right. Next, the chapter illustrates how individual-difference variables that predict unethical behavior, such as moral disengagement and cognitive moral development, can contribute to advancing knowledge about employment discrimination. A similar argument is then presented for situational predictors of unethical behavior, such as obedience with requests from organizational authorities. Lastly, we discuss the role of classic interventions against unethical behavior, such as codes of conduct and the emphasis on fairness as a moral imperative, for combating employment discrimination.
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Giacalone, Robert A. Handbook of Unethical Work Behavior: Implications for Individual Well-Being. Routledge, 2012.

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Book chapters on the topic "Unethical behaviors"

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Zhang, Chi, Saim Kashmiri, and Melissa Cinelli. "How Does Brand Age Influence Consumers’ Attitudes to Firm’s Unethical Behaviors?" In Celebrating America’s Pastimes: Baseball, Hot Dogs, Apple Pie and Marketing?, 245. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-26647-3_48.

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Çağla Oran, Feyza, and Agah Sinan Ünsar. "The Effects of Leadership Styles on Organizational Trust and Disclosure of Unethical Behaviors (Whistleblowing): A Practical Research." In Accounting, Finance, Sustainability, Governance & Fraud: Theory and Application, 103–37. Singapore: Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-32-9588-9_7.

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Scheiner, Christian W. "The Role of Moral Receptors and Moral Disengagement in the Conduct of Unethical Behaviors on Social Media." In Social Computing and Social Media. Design, Ethics, User Behavior, and Social Network Analysis, 335–48. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-49570-1_23.

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Tarkiainen, Anssi, Nick Lee, John W. Cadogan, and Sanna Sundqvist. "Salesperson Role Stress and Unethical Behavior." In Marketing Challenges in a Turbulent Business Environment, 585–86. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-19428-8_145.

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Zapke-Schauer, Gerhard. "Is unethical behaviour normal for executives?" In Management Insights 2005, 189–94. Wiesbaden: Gabler Verlag, 2005. http://dx.doi.org/10.1007/978-3-663-05637-9_17.

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Betz, Michael, Lenahan O’Connell, and Jon M. Shepard. "Gender Differences in Proclivity for Unethical Behavior." In Citation Classics from the Journal of Business Ethics, 427–32. Dordrecht: Springer Netherlands, 2012. http://dx.doi.org/10.1007/978-94-007-4126-3_20.

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Helms, Robin Matross. "Global: Combating Unethical Behavior in Higher Education." In Understanding Global Higher Education, 243–45. Rotterdam: SensePublishers, 2017. http://dx.doi.org/10.1007/978-94-6351-044-8_52.

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Bayer, Ya’akov M. "Older Adults, Aggressive Marketing, and Unethical Behavior." In Ethical Branding and Marketing, 1–18. New York, NY : Routledge, 2019. | Series: Routledge advances in management and business studies: Routledge, 2019. http://dx.doi.org/10.4324/9780429442520-1.

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Boes, Adam, Duncan Vos, Kevin Lehnert, and Suzeanne Benet. "Abstract: Factors Influencing the Unethical Behavior of Business People." In Creating Marketing Magic and Innovative Future Marketing Trends, 1111. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-45596-9_204.

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Higgs-Kieyn, Nicola. "Unethical Consumer Behavior: An Investigation of South African Consumers." In Developments in Marketing Science: Proceedings of the Academy of Marketing Science, 316. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-17320-7_87.

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Conference papers on the topic "Unethical behaviors"

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Jing Khor, Jeannice Qi. "Values-Based Leadership On Unethical Behaviors In Workplace." In 13th Asian Academy of Management International Conference 2019. European Publisher, 2020. http://dx.doi.org/10.15405/epsbs.2020.10.69.

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Ashford, Tina, and Linda Davis. "Defining Professional Behavior: A Situational Look at Ethics in the Classrooms and Laboratories of American Colleges and Universities." In InSITE 2006: Informing Science + IT Education Conference. Informing Science Institute, 2006. http://dx.doi.org/10.28945/2998.

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Abstract:
This paper is designed to help identify specific behaviors that present challenging decisions for faculty in terms of questionable ethical behavior or conflicts of interest and ways to deal with the various situations. The behaviors are divided into five sections: 1) Dishonest or unethical behavior in teaching 2) Dishonest or unethical behavior in research 3) Sexual Harassment 4) Neglect of University-related duties and responsibilities 5) Unauthorized use of University facilities, equipment, materials, data, properties or service. Through the use of scenarios, a guided discussion of the various ethics involved in each scenario will be conducted. The sets will be followed by suggested ideas that may guide the practice of faculty professionals, as well as those behaviors that would constitute misconduct.
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Cook, Janet M. "Defining ethical and unethical student behaviors using departmental regulations and sanctions." In the eighteenth SIGCSE technical symposium. New York, New York, USA: ACM Press, 1987. http://dx.doi.org/10.1145/31820.31806.

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Schmitz, Sven Olaf. "BEYOND BUDGETING - A FAIR ALTERNATIVE FOR MANAGEMENT CONTROL? EXAMINING THE RELATIONSHIPS BETWEEN BEYOND BUDGETING, ORGANIZATIONAL JUSTICE AND UNETHICAL BEHAVIORS." In 39th International Academic Conference, Amsterdam. International Institute of Social and Economic Sciences, 2018. http://dx.doi.org/10.20472/iac.2018.039.040.

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Saud, Ilham Maulana, and Anang Fauzi. "The Effect of Rewards, Personal Costs, and The Whistleblowing System Toward Individual Intentions to Report Unethical Behaviors of Superiors." In Proceedings of the 5th International Conference on Accounting and Finance (ICAF 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icaf-19.2019.15.

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Palenickova, Libuse. "ATTITUDES TO UNETHICAL BEHAVIOUR." In 10th International Conference on Education and New Learning Technologies. IATED, 2018. http://dx.doi.org/10.21125/edulearn.2018.1437.

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Fatima, Syeda Faizan, Seemab Latif, and Rabia Latif. "Fine Tuning BERT for Unethical Behavior Classification." In 2021 International Conference on Digital Futures and Transformative Technologies (ICoDT2). IEEE, 2021. http://dx.doi.org/10.1109/icodt252288.2021.9441540.

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Parlangeli, Oronzo, Paola Palmitesta, Margherita Bracci, Maria Cristina Caratozzolo, Paul Liston, and Enrica Marchigiani. "STRESS AND PERCEPTIONS OF UNETHICAL BEHAVIOURS IN ACADEMIA." In 10th annual International Conference of Education, Research and Innovation. IATED, 2017. http://dx.doi.org/10.21125/iceri.2017.0586.

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Keck, Anastasia, Miguel Romero, Robert Sandor, Diane Woodbridge, and Paul Intrevado. "Predicting Unethical Physician Behavior At Scale: A Distributed Computing Framework." In 2019 IEEE SmartWorld, Ubiquitous Intelligence & Computing, Advanced & Trusted Computing, Scalable Computing & Communications, Cloud & Big Data Computing, Internet of People and Smart City Innovation (SmartWorld/SCALCOM/UIC/ATC/CBDCom/IOP/SCI). IEEE, 2019. http://dx.doi.org/10.1109/smartworld-uic-atc-scalcom-iop-sci.2019.00061.

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Foss, Scott E., and Gregory A. Liggett. "UNETHICAL AND CRIMINAL BEHAVIOR BY PROFESSIONAL GEOSCIENTISTS ON PUBLIC LANDS." In GSA Annual Meeting in Denver, Colorado, USA - 2016. Geological Society of America, 2016. http://dx.doi.org/10.1130/abs/2016am-287803.

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Reports on the topic "Unethical behaviors"

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How Sleep Deprivation Can Cause Unethical Behaviour. IEDP Ideas for Leaders, June 2014. http://dx.doi.org/10.13007/385.

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How Competition for Customers Causes Unethical Behaviour. IEDP Ideas for Leaders, June 2014. http://dx.doi.org/10.13007/397.

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How a Numbers-Crunching Culture Can Increase Unethical Behaviour. IEDP Ideas for Leaders, April 2015. http://dx.doi.org/10.13007/504.

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