Journal articles: '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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Jun, Gyung Ju. "Coworker Distrust and Employees’ Unethical Behaviors." Journal of Industrial Economics and Business 32, no. 4 (August 31, 2019): 1655–66. http://dx.doi.org/10.22558/jieb.2019.08.32.4.1655.

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Campbell, Elizabeth Margaret, Wei Wang, David Welsh, David Mayer, David G. Allen, Bailey A. Bigelow, Rebecca Lee Greenbaum, et al. "Consequences of Unethical Behaviors at Work." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 10176. http://dx.doi.org/10.5465/ambpp.2019.10176symposium.

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CHARKI, MOHAMED HEDI, EMMANUEL JOSSERAND, and NABILA BOUKEF CHARKI. "UNDERSTANDING UNETHICAL BEHAVIORS IN ONLINE ENVIRONMENTS." Academy of Management Proceedings 2010, no. 1 (August 2010): 1–6. http://dx.doi.org/10.5465/ambpp.2010.54485863.

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Vadera, Abhijeet K., Vivekanand Srivastava, Karl Aquino, and Pathki Chandrashekarrao. "Effect of Competition on Unethical Behaviors." Academy of Management Proceedings 2014, no. 1 (January 2014): 13298. http://dx.doi.org/10.5465/ambpp.2014.13298abstract.

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Wang, Ting, Xue Wang, Tonglin Jiang, Shiyao Wang, and Zhansheng Chen. "Under the Threat of an Epidemic: People with Higher Subjective Socioeconomic Status Show More Unethical Behaviors." International Journal of Environmental Research and Public Health 18, no. 6 (March 19, 2021): 3170. http://dx.doi.org/10.3390/ijerph18063170.

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This research focused on the psychological impact of an epidemic. We conducted a cross-sectional survey and two empirical experiments to examine how an epidemic would influence unethical behaviors and how the effect differs in people of different subjective socioeconomic statuses. These studies consistently demonstrated that subjective socioeconomic status moderates the relationship between an epidemic and unethical behaviors. Specifically, the perceived severity of an epidemic positively predicts the unethical behaviors of people with a high socioeconomic status, but it does not predict the unethical behaviors of people with a low socioeconomic status. These findings elucidate the effects of epidemics and bring theoretical and practical implications.

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Irangani, B. K. Sagarika, Liu Zhiqiang, Nilesh Kumar, and Saroj Khanal. "Effect of competitive psychological climate on unethical pro-team behavior: The role of perceived insider status and transformational leadership." Management 25, no. 1 (January 1, 2021): 1–27. http://dx.doi.org/10.2478/manment-2019-0057.

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Summary The purpose of this study is to explain why employees in financial companies in Sri Lanka are likely to engage in unethical pro-team behaviors and how transformational leaders involve controlling unethical pro-team behaviors in a competitive work environment. The study employed a quantitative approach to investigate the association between the competitive psychological climate and perceived insider status on unethical pro-team behaviors. The authors collected data from 426 sales representatives at a finance company in Sri Lanka and tested hypotheses using Structural Equation Modelling analyses through Smart PLS version 3. The results indicate that competitive psychological climate and perceived insider status are positively associated with unethical pro-team behaviors. Further, the transformational leadership’s moderation is negatively significant on the relationship between competitive psychological climate and unethical pro-team behaviors. The study has shown that the leader will delegate more responsibility to the employee, associated with increased employee empowerment and high-quality, ethical behaviors. Besides, it contributes to the literature as of the new theoretical base and offers practical implications with the richer view of a nomological link between the leader, competitive employee, and competitive work environment.

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Hamidah, Siti, and Reskino Reskino. "STUDY OF FRAUD TENDENCY: THE ROLE OF UNETHICAL BEHAVIORS AS MEDIATION." Jurnal Ekonomi dan Bisnis Islam (Journal of Islamic Economics and Business) 7, no. 1 (June 30, 2021): 14. http://dx.doi.org/10.20473/jebis.v7i1.23554.

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Islamic banking and Islamic insurance are institutions that are trusted by the public that play an important role in the economy that should uphold Islamic values. But in fact, there are still many cases of fraud that occur in Islamic banking and Islamic insurance. This study aims to examine the determinant factor fraud tendency with the role of unethical behavior as mediation. The sample used is the financial staff of Islamic banking and Islamic insurance in DKI Jakarta as many as 118 respondents. The data analysis method used in this research is Partial Least Square (PLS-SEM). The results of this study indicate that the implementation of good corporate governance (GCG) practice has a significant effect on unethical behavior, but conformity compensation does not have a significant effect on unethical behavior. Conformity compensation, implementation of GCG practice, and unethical behavior has a significant effect on the fraud tendency. Furthermore, the implementation of GCG practice has a significant effect on fraud tendency through unethical behavior, but conformity compensation has no significant effect on fraud tendency through unethical behavior.

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Aksoy, Yasin, Evren Ayranci, and Ebru Gozukara. "A Research on the Relationship between Knowledge Sharing and Employee Performance: The Moderating Role of Unethical Behaviors in Organizational Level." European Scientific Journal, ESJ 12, no. 4 (February 28, 2016): 335. http://dx.doi.org/10.19044/esj.2016.v12n4p335.

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Technological advances in the 21st century raise the importance of the process of accessing and evaluating knowledge. Knowledge sharing is important in individual level as much as is in organizational level. Effective knowledge sharing among the members of an organization makes a positive impact on the realization of goals set by the organization. Knowledge sharing positively affects the performance of the employees who work to reach these goals. Moreover, in the study behaviors of the individuals communicating during the knowledge sharing process are classified as ethical and unethical. Increase in unethical behaviors decrease the effect of knowledge sharing on the employee performance. Unethical behaviors in an organization are classified as behaviors against shareholders, clients, suppliers, employees as well as against the public. This study examines the role of unethical behaviors on the effect of knowledge sharing on the employee performance in the organizational level.

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Hendarto, Kresno Agus, and Iva Ariani. "FIRM’S UNETHICAL BEHAVIOR IN INDONESIA: A PRELIMINARY STUDY USING NEGATIVE CASE ANALYSIS." EKUITAS (Jurnal Ekonomi dan Keuangan) 16, no. 3 (September 24, 2018): 278–93. http://dx.doi.org/10.24034/j25485024.y2012.v16.i3.349.

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In Indonesia now, media, both printed and television pays attention to Corporate Social Responsibility (CSR) and Good Corporate Governance (GCG) more than even before. However, the reality of business life is quite different from the image presented in the media. This study tries to describe unethical behaviour of firms in Indonesia that documented in printed media and classify them to be measured qualitatively. News of CSR issued from January 2005 to December 2007 was gathered and analyzed using qualitative content analysis method with negative or deviant case analysis. Negative case analysis is an analysis to see something of the opposite. It used because of ethical relativism (ethical beliefs differ from one society to another society, even among people with one another). The results show that there are some unethical behaviors of firms. These unethical behaviors can be classified into unethical behavior directed internally to firm and those directed externally to Governments and society at large.

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Babakus, Emin, T. Bettina Cornwell, Vince Mitchell, and Bodo Schlegelmilch. "Reactions to unethical consumer behavior across six countries." Journal of Consumer Marketing 21, no. 4 (June 1, 2004): 254–63. http://dx.doi.org/10.1108/07363760410542165.

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Examining individual tolerance for unethical consumer behavior provides a key insight to how people behave as consumers worldwide. In this study, consumer reactions to 11 unethical consumer behavior scenarios are investigated using sample data from Austria, Brunei, France, Hong Kong, the UK, and the USA. Nationality is found to be a significant predictor of how consumers view various questionable behaviors. Gender is not a significant predictor, while age and religious affiliation are found to be significant predictors of consumer ethical perceptions. The study identifies distinct consumer clusters based on their perceptions of consumer unethical behavior. Implications of the findings are discussed and future research directions are provided.

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Liu, Shubo, Qianlin ZHU, and Feng Wei. "How Abusive Supervision Affects Employees’ Unethical Behaviors: A Moderated Mediation Examination of Turnover Intentions and Caring Climate." International Journal of Environmental Research and Public Health 16, no. 21 (October 29, 2019): 4187. http://dx.doi.org/10.3390/ijerph16214187.

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Drawing on psychological contract theory, this research contributes to the unethical behavior literature by exploring employees’ turnover intentions as a mediator of the relationship between abusive supervision and employees’ unethical behavior and the moderating role of the caring climate in the relationship between turnover intentions and unethical behavior. The results from a sample of 679 reveal that turnover intentions mediate relationship between abusive supervision and subordinates’ unethical behavior, and caring climate moderates the positive relationship between turnover intentions and subordinates’ unethical behavior. We also find that the indirect effect is moderated by the caring climate. The theoretical and practical implications are discussed.

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Yun, Gawon, Maling Ebrahimpour, Prabir Bandyopadhyay, and Barbara Withers. "Internal and vendor employees’ unethical behaviors in the supply chain: the case of India." Benchmarking: An International Journal 27, no. 1 (September 30, 2019): 59–80. http://dx.doi.org/10.1108/bij-01-2019-0038.

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Purpose The purpose of this paper is to examine the impact of a corporate ethical policy, such as a code of ethics, on the unethical behavior of internal and vendor employees in the supply chain in India. It also aims to find whether International Standards Organization (ISO) certification of vendors affects the result and any significant relationship between management commitment and unethical behavior can be supported by the findings as well. Design/methodology/approach Empirical analyses were conducted on a survey consisting of 43 questions comprising 181 valid responses. Multiple regression analysis that includes four independent variables – code of ethics, management commitment, supply chain principles and personal values taking unethical behavior as dependent variable – was used to find the significance of the relationship. Findings The implementation of a code of ethics, management commitment, supply chain principles and personal values all have a negative association with unethical behavior. Personal values, measuring a firm’s financial aspects for non-compliance to ethical behavior, have a positive association with unethical behavior. The relationships of top management commitment, personal values with internal employees’ unethical behavior are significant. The significant relationship between management commitment and unethical behavior can be supported by the findings as well. It was also found that ISO certificates and firm size as the control variables did not have any effect on the relationship between the independent variables and unethical behavior. The analysis also shows that ISO 26000 certificate, the international standard for socially responsible operations, does not impact this relationship. Research limitations/implications Measuring substantial managerial effort for corporate social responsibility (CSR) practices by asking questions like, “how committed employees think top management is to social responsibility,” may not fully measure substantial managerial effort for CSR practices. To improve the results of the current study, future research can use the CSR index or disclosure as a measure to better reflect management commitment and practice for social responsibility. Second, the current study is limited to measuring how many occurrences of unethical behavior are witnessed by employees instead of what specific unethical behavior is more often witnessed. Considering India has the second largest population in the world, 181 responses may not represent the true practices in the business environment in India for generalization. Practical implications The findings suggest that management should put more of an emphasis on improving the commitment of upper-level managers to decrease the overall unethical practices of their employees. The study finds that employees’ personal values influence their ethical behavior. Therefore, communications and training of employees at all levels should emphasis on improving personal values. Social implications Businesses should influence academics to incorporate personal value building in course curricula. The Indian CSR law should incorporate the holistic view of CSR taking care of needs of all stakeholders under the provision of the regulation. In 2015, India became the first country in the world to legislate CSR practices in corporations but it misses the opportunity to sensitize the management and employees on ethical practices as it mainly identified philanthropic expenses as mandatory CSR spending and silent on ethical business practices. Originality/value The present study contributes to the literature by bringing supply chain context to the effect of different factors on unethical behaviors and interaction of internal and vendor firms in terms of ethical practices. There are several studies on business ethics in different countries including China, but in the case of India similar studies are not much. The present study fills the gap.

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Park, Kyung-Ae. "Unethical Customer Return Behaviors: Retail Employees' Perspectives." Journal of the Korean Society of Clothing and Textiles 32, no. 9 (September 30, 2008): 1356–65. http://dx.doi.org/10.5850/jksct.2008.32.9.1356.

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Belkin, Liuba, Dejun Kong, Elizabeth Eve Umphress, Marshall J. Schminke, Liuba Belkin, Oliver Sheldon, Elizabeth Eve Umphress, et al. "Contextualizing Unethical Prosocial Behaviors from Relational Perspectives." Academy of Management Proceedings 2020, no. 1 (August 2020): 14348. http://dx.doi.org/10.5465/ambpp.2020.14348symposium.

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Jun, Gyung Ju. "Organizational Structure and Unethical Behaviors of Employees." Journal of Industrial Economics and Business 32, no. 5 (October 31, 2019): 2009–17. http://dx.doi.org/10.22558/jieb.2019.10.32.5.2009.

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Lee, Un-Kon, Jong Pil Park, Young Eun Choi, and Yonghui Oh. "The Defense Strategies against Consumer Unethical Behaviors." Journal of Society for e-Business Studies 17, no. 4 (November 30, 2012): 17–37. http://dx.doi.org/10.7838/jsebs.2012.17.4.017.

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전경주. "Results-focused Organizational Atmosphere and Unethical Behaviors." Management & Information Systems Review 38, no. 3 (September 2019): 127–36. http://dx.doi.org/10.29214/damis.2019.38.3.008.

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Theis, E. Charlotte. "Nursing Students' Perspectives of Unethical Teaching Behaviors." Journal of Nursing Education 27, no. 3 (March 1988): 102–6. http://dx.doi.org/10.3928/0148-4834-19880301-04.

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Safarzadeh, Hossein, Alireza Soloukdar, Ali Alipour, and Seyedeh Akram Parpanchi. "The Role of Emotionality and Power on Tendency to Unethical Behaviors." International Journal of Human Resource Studies 2, no. 4 (December 14, 2012): 187. http://dx.doi.org/10.5296/ijhrs.v2i4.2866.

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Emotion and power have been studied very deeply especially during the last decade; however, the common effects of these two factors on individuals' optional behaviors (organizational citizenship, anti-productivity, unethical behaviors) have been less focused. In the present paper, the role of individuals' emotionality, their interest in power, and their tendency to unethical behaviors will be discussed according to the model of Levine. Three questionnaires were distributed and the collected data were analyzed using Pearson’s Correlation Coefficient, Multiple Regression, and T- test. Findings indicated that there is a significant relationship between the two independent variables of emotionality and power and tendency to unethical behaviors. Moreover, according to the results of the tests, men are more emotion-oriented and power seekers than women. Keywords: Power, Emotion, Ethical Behaviors

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Budiarto, Dekeng Setyo, and Yona Setyoningtyas. "Rules Enforcement And Unethical Behavior: Empirical research on Employee Fraud in Local Government Agencies." International Journal of Business Economics (IJBE) 1, no. 1 (September 30, 2019): 38–48. http://dx.doi.org/10.30596/ijbe.v1i1.3314.

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The tendency of fraud is one of the major threats to Indonesian country. The current research aims to study the effect of rules enforcement and unethical behaviors on the tendency of fraud based on gender. The sample consists of 126 employees from 28 Local Government Agencies (LGAs) in Kulon Progo regency. Purposive sampling was the sampling technique employed in this study. The results demonstrated a significant effect of unethical behavior on the tendency of fraud. However, rules enforcement level has no significant effect on the tendency of fraud. In addition, gender differences were observed in unethical behavior and the tendency of fraud. On the other hand, gender differences were not present in the level of rules enforcement.

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ÖNDER, Emine, and Ekber TOMUL. "The Effect of Pressure Groups and the Moral Intensity on School Administrators’ Unethical Behavior: An Evaluation According to Teachers' Opinions." European Educational Researcher 3, no. 3 (October 15, 2020): 173–91. http://dx.doi.org/10.31757/euer.335.

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In this study, it was aimed to determine the effect of pressure groups and moral intensity on school administrators' unethical behaviors according to teachers' opinions. The study group of the research, which is causal comparative research, consists of 313 teachers. The research data have been collected by adapting the Openness to Violation of Ethical Decision (OVED) scale. In the research, descriptive statistics, one-way ANOVA with repeated measures and two-way ANOVA for factorial design have been applied. In the research, it has been found out that the school administrators’ possibility of behaving unethically varies according to the moral intensity and pressure groups. As the moral intensity decreases, it can be stated that the school administrators’ possibility of behaving unethically increases when the demand comes from bureaucratic and political pressure groups. The school administrators’ possibility of performing an unethical act with both low and high moral intensity shows a meaningful difference according to the pressure group and the level of relationship between the teacher and the administrator. School administrators’ possibility of performing an unethical act with high moral intensity shows a meaningful difference according to teacher’s gender. At the end of the study, some suggestions have been made by considering the limitations and results of the research.

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Unger, Alexander, Jin Yan, and Rainer Busch. "The relationship between the Zimbardo Time Perspective Inventory and violations of business ethics in China: Unbalanced time perspective increases the acceptance of unethical business behavior." Time & Society 28, no. 1 (February 25, 2016): 83–106. http://dx.doi.org/10.1177/0961463x16634723.

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Scope of research In a sample of 316 Chinese MBA students, the influence of Time Perspective on two types of unethical behaviors was tested. We differentiated between rule-based and social-concern issues. Time Perspective was measured by using a Chinese version of the Zimbardo Time Perspective Inventory. Participants’ evaluation of the issues as ethical—or unethical—and their behavioral intention to violate business ethics were measured. Hypotheses We assumed that Past-Positive and Future will enhance ethical orientation, whereas Past-Negative, Present-Fatalistic and deviance from balanced time perspective (DBTP) will reduce ethical orientation (evaluation of unethical practices as ethical and high behavioral intention to apply unethical practices). Results For evaluation of rule-based issues, Past-Positive, Present-Hedonistic and Future significantly influenced in the predicted direction, whereas no significant effects of time perspectives for social concern issues were observed. According to behavioral intention, only Present-Fatalistic reached significance for both types of ethical issues in the predicted direction. Further, it was shown in a mediation-model that the influence of DBTP on behavioral intention to show unethical practices is mediated by the evaluation as ethical/unethical in the case of rule-based issues (in the case of social concern, the factors reached no significance or only nearby significances, respectively). Chinese managers with a high deviation from a balanced time perspective showed reduced evaluation of unethical practices as unethical, and an enhanced behavioral intention to show unethical practices. Other potential variables of influence, such as age, gender, the size of company, and the degree of globalization were considered, and their influences were controlled. Conclusions and limitations Time perspectives are of relevance for business ethics, but the relationship was only shown for rule-based issues. In the case of social concern, the relationship was only shown for Present-Fatalistic on behavioral intention.

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Martin, Nathan D., Davide Rigoni, and Kathleen D. Vohs. "Free will beliefs predict attitudes toward unethical behavior and criminal punishment." Proceedings of the National Academy of Sciences 114, no. 28 (June 26, 2017): 7325–30. http://dx.doi.org/10.1073/pnas.1702119114.

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Do free will beliefs influence moral judgments? Answers to this question from theoretical and empirical perspectives are controversial. This study attempted to replicate past research and offer theoretical insights by analyzing World Values Survey data from residents of 46 countries (n = 65,111 persons). Corroborating experimental findings, free will beliefs predicted intolerance of unethical behaviors and support for severe criminal punishment. Further, the link between free will beliefs and intolerance of unethical behavior was moderated by variations in countries’ institutional integrity, defined as the degree to which countries had accountable, corruption-free public sectors. Free will beliefs predicted intolerance of unethical behaviors for residents of countries with high and moderate institutional integrity, but this correlation was not seen for countries with low institutional integrity. Free will beliefs predicted support for criminal punishment regardless of countries’ institutional integrity. Results were robust across different operationalizations of institutional integrity and with or without statistical control variables.

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Liu, Songbo, Xiaoshuang Lin, and Wei Hu. "How Followers' Unethical Behavior is Triggered by Leader-member Exchange: the Mediating Effect of Job Satisfaction." Social Behavior and Personality: an international journal 41, no. 3 (April 1, 2013): 357–66. http://dx.doi.org/10.2224/sbp.2013.41.3.357.

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In previous studies (see e.g., Liden, Sparrowe, & Wayne, 1997; Schyns & Croon, 2006; Volmer, Niessen, Spurk, Linz, & Abele, 2011), leader-member exchange (LMX) has been shown to be related to positive outcomes. However, little attention has been paid to the relationship between LMX and negative organizational behaviors such as unethical behavior. In this study we investigated 249 Chinese managers in 4 different finance companies in China, and found that there is a mediating effect of job satisfaction on the negative relationship between LMX and unethical behavior.

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Mascarenhas, Oswald A. J. "Exonerating Unethical Marketing Executive Behaviors: A Diagnostic Framework." Journal of Marketing 59, no. 2 (April 1995): 43–57. http://dx.doi.org/10.1177/002224299505900204.

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Although unethical marketing behaviors of corporations have been studied and some normative frameworks suggested for judging their ethicality, no research has focused on assessing individual responsibilities of marketing executives for the consequences of their unethical actions. The author identifies major factors that exonerate executive responsibility and those that enhance. He derives ten testable research propositions that constitute the framework for the diagnostic model. The model challenges marketing executives to go beyond legal and attributional responsibilities to appropriational responsibilities of commitment to consumers they serve.

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Tanyeri, Levent. "An Analysis of Coaches’ Unethical Behaviors in terms of Sociodemographic Variables." World Journal of Education 9, no. 4 (August 25, 2019): 103. http://dx.doi.org/10.5430/wje.v9n4p103.

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In addition to physical struggle, sports are also closely related to moral behaviors and attitudes. The will to succeedand win which plays a central role in sports also brings about various ethical questions. In this respect, the presentstudy aims to analyze coaches’ unethical behaviors in terms of socio-demographic variables. To this aim, a total of173 students comprised of 100 male students and 73 female students were invited to participate in the present study.“Athlete Perception Scale about Coaches’ Unethical Behaviors” developed by Güven and Öncü (2012) and a“personal information form” developed by the researcher was used data collection tools in the present study, and thefindings indicate a normal data distribution. No significant differences were found among scale scores in terms ofgender, sports branch and level of sportsmanship. However, it was also demonstrated that years of athletic experiencehad a significant effect on students’ views on coaches’ unethical behaviors.

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Park, Kyung-Ae. "Techniques of Neutralization on Unethical Customer Return Behaviors." Journal of the Korean Society of Clothing and Textiles 32, no. 9 (September 30, 2008): 1376–86. http://dx.doi.org/10.5850/jksct.2008.32.9.1376.

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Liu, Xin, and Tae-Yeol Kim. "Team Competitive Climate, Creative Personality, and Unethical Behaviors." Academy of Management Proceedings 2020, no. 1 (August 2020): 16460. http://dx.doi.org/10.5465/ambpp.2020.16460abstract.

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Mascarenhas, Oswald A. J. "Exonerating Unethical Marketing Executive Behaviors: A Diagnostic Framework." Journal of Marketing 59, no. 2 (April 1995): 43. http://dx.doi.org/10.2307/1252072.

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Huang, Jen-Hung. "Consumer Evaluations of Unethical Behaviors of Web Sites." Journal of International Consumer Marketing 13, no. 4 (June 2001): 51–71. http://dx.doi.org/10.1300/j046v13n04_04.

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Li, Ning, and William H. Murphy. "A Three-Country Study of Unethical Sales Behaviors." Journal of Business Ethics 111, no. 2 (January 19, 2012): 219–35. http://dx.doi.org/10.1007/s10551-012-1203-z.

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Sheetal, Abhishek, Zhiyu Feng, and Krishna Savani. "Using Machine Learning to Generate Novel Hypotheses: Increasing Optimism About COVID-19 Makes People Less Willing to Justify Unethical Behaviors." Psychological Science 31, no. 10 (September 14, 2020): 1222–35. http://dx.doi.org/10.1177/0956797620959594.

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How can we nudge people to not engage in unethical behaviors, such as hoarding and violating social-distancing guidelines, during the COVID-19 pandemic? Because past research on antecedents of unethical behavior has not provided a clear answer, we turned to machine learning to generate novel hypotheses. We trained a deep-learning model to predict whether or not World Values Survey respondents perceived unethical behaviors as justifiable, on the basis of their responses to 708 other items. The model identified optimism about the future of humanity as one of the top predictors of unethicality. A preregistered correlational study ( N = 218 U.S. residents) conceptually replicated this finding. A preregistered experiment ( N = 294 U.S. residents) provided causal support: Participants who read a scenario conveying optimism about the COVID-19 pandemic were less willing to justify hoarding and violating social-distancing guidelines than participants who read a scenario conveying pessimism. The findings suggest that optimism can help reduce unethicality, and they document the utility of machine-learning methods for generating novel hypotheses.

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Carkenord, David M. "A Group Exercise to Explore Employee Ethics in Business-Related Psychology Courses." Teaching of Psychology 23, no. 2 (April 1996): 100–102. http://dx.doi.org/10.1207/s15328023top2302_6.

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This article describes an in-class group exercise that allows students in business-related psychology courses to explore issues concerning potentially unethical behaviors of employees. Students individually rate 10 employee behaviors of a questionable ethical nature (from Jones, 1990) and then, in small groups, calculate mean group ratings for each behavior. In addition, the groups determine appropriate consequences for some of the behaviors. Students from two classes (Industrial Psychology and Organizational Behavior) responded positively to the exercise on an anonymous survey.

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Matherne, Curtis F., J. Kirk Ring, and Steven Farmer. "Organizational Moral Identity Centrality: Relationships with Citizenship Behaviors and Unethical Prosocial Behaviors." Journal of Business and Psychology 33, no. 6 (October 16, 2017): 711–26. http://dx.doi.org/10.1007/s10869-017-9519-4.

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Grumet, Barbara Ruhe. "A Critique of Ethics Laws." Public Personnel Management 21, no. 3 (September 1992): 313–22. http://dx.doi.org/10.1177/009102609202100303.

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Ethics laws, which prescribe and prohibit certain behavior for public officials, have been enacted in response to recent scandals in federal and state government. These laws focus on methods which include financial disclosure, defining and prohibiting behaviors such as conflict of interest, and restricting private sector employment in matters directly related to public life. While these laws have some benefits, such as providing more information to the public about elected and appointed officials, they do not go far enough either to define, or prevent, unethical behavior. This paper suggests that a broader approach, focusing on specific actions of public officials, would be a better way to prevent unethical behavior in the public sector.

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Treviño, Linda Klebe, Kenneth D. Butterfield, and Donald L. McCabe. "The Ethical Context in Organizations: Influences on Employee Attitudes and Behaviors." Business Ethics Quarterly 8, no. 3 (July 1998): 447–76. http://dx.doi.org/10.2307/3857431.

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Abstract:This field survey focused on two constructs that have been developed to represent the ethical context in organizations: ethical climate and ethical culture. We first examined issues of convergence and divergence between these constructs through factor analysis and correlational analysis. Results suggested that the two constructs are measuring somewhat different, but strongly related dimensions of the ethical context. We then investigated the relationships between the emergent ethical context factors and an ethics-related attitude (organizational commitment) and behavior (observed unethical conduct) for respondents who work in organizations with and without ethics codes. Regression results indicated that an ethical culture-based dimension was more strongly associated with observed unethical conduct in code organizations while climate-based dimensions were more strongly associated with observed unethical conduct in non-code organizations. Ethical culture and ethical climate-based factors influenced organizational commitment similarly in both types of organizations. Normative implications of the study are discussed, as are implications for future theorizing, research and management practice.

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Browning, Nicholas, Sung-Un Yang, Young Eun Park, Ejae Lee, and Taeyoung Kim. "Do Ethics Matter? Investigating Donor Responses to Primary and Tertiary Ethical Violations." Journalism & Mass Communication Quarterly 96, no. 4 (March 13, 2019): 1145–71. http://dx.doi.org/10.1177/1077699019835903.

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This study examines how frequently committed ethical misconduct regarding values closely aligned to an organizational mission affects stakeholders’ pro-organizational responses to an offending nonprofit. Using a 2 × 2 experimental survey, findings showed that ethical misconduct in primary values resulted in significantly decreased positive attitudes toward and donation intentions to the organization. Also, the patterns of unethical behaviors significantly increased stakeholders’ negative attitudes toward the organization and willingness to assign the organization responsibility for unethical behavior. Perceived organizational responsibility for ethical misconduct and deteriorating organization–public relationships (OPRs) were significant mediators for the effects of primary ethical violations.

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Kurtuncu, Meltem, Birsel Demirbag, and Hicran Yildiz. "Unethical computer using behaviors of Turkish high school students." Journal of Behavioral Health 4, no. 2 (2015): 49. http://dx.doi.org/10.5455/jbh.170705.

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Kavuk, Melike, Hafize Keser, and Necmettin Teker. "Reviewing unethical behaviors of primary education students’ internet usage." Procedia - Social and Behavioral Sciences 28 (2011): 1043–52. http://dx.doi.org/10.1016/j.sbspro.2011.11.190.

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Klein, Luciana, Ilse Maria Beuren, and Delci Dal Vesco. "Effects of the management control system in unethical behaviors." RAUSP Management Journal 54, no. 1 (February 11, 2019): 54–76. http://dx.doi.org/10.1108/rausp-06-2018-0036.

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Purpose This study investigates which dimensions of the management control system (MCS) increase the perception of organizational justice and reduce unethical behavior in the perception of managers. The purpose of this paper is to validate the theoretical model of the study of Langevin and Mendoza (2012), testing the theoretical hypotheses formulated by the authors. Design/methodology/approach A survey was performed in companies listed among the Best and Largest of Exame Magazine, and the sample is composed of 102 respondents of the research, which consists of 41 assertions. Findings The results of the structural equation modeling show that the definition of objectives increases the perception of procedural justice, but the same was not observed regarding the remuneration of the managers. Likewise, disregarding aspects that are uncontrollable by managers in performance evaluation does not lead to the perception of procedural and distributive justice. However, feedback quality leads to the understanding that the MCS is fair. Perception of procedural and distributive justice was also observed in the use of multiple measures of performance by the company. Research limitations/implications Other factors that have not been investigated may interfere with and contribute to the reduction of unethical behavior (budget slack and data manipulation). Originality/value The only variable that interferes in the reduction of unethical behavior is feedback quality. The non-confirmation of all the hypotheses instigates the replication of the research in other contexts for empirical validation of the theoretical model of Langevin and Mendoza (2012).

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Journal articles on the topic 'Unethical behaviors'

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