Ethics and employees: Making the connection

Academy of Management Executive

Volumn 18, Issue 2, 2004, Pages 121-125

  Weaver, Gary R ^a  

^a UNIVERSITY OF DELAWARE   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 3242728279     PISSN: 10795545     EISSN: None     Source Type: Journal    
DOI: 10.5465/AME.2004.13836241     Document Type: Review

References (37)

1. Unless otherwise indicated, quotations such as these are taken from research interviews about business ethics and corporate ethics initiatives that I conducted during the 1990s with executives at various large American corporations.
2. Treviño, L. K., Weaver, G. R., & Brown, M. 2000. It's lovely at the top: Comparing senior managers' and employees' perceptions of organizational ethics. Academy of Management Best Papers Proceedings.
3. Treviño, L. K., Weaver, G. R., Gibson, D. G., & Toffler, B. L. 1999. Managing ethics and legal compliance: What hurts and what works. California Management Review, 41(2): 131-151; Weaver, G. R., & Treviño, L. K., 2001. The role of human resources in ethics/compliance management: A fairness perspective. Human Resource Management Review, 11: 113-134.
4. Treviño, L. K., Weaver, G. R., Gibson, D. G., & Toffler, B. L. 1999. Managing ethics and legal compliance: What hurts and what works. California Management Review, 41(2): 131-151; Weaver, G. R., & Treviño, L. K., 2001. The role of human resources in ethics/compliance management: A fairness perspective. Human Resource Management Review, 11: 113-134.
5. Miceli, M. P., & Near, J. P. 1992. Blowing tie whistle: the organizational and legal implications for companies and employees. New York: Lexington Books.
6. Badaracco, J. L., & Webb, A. 1995. Business ethics: A view from the trenches. California Management Review, 37(2): 8-29.
7. Pringle, C. D., & Kroll, M. J. 1997. Why Trafalgar was won before it was fought: Lessons from resource-based theory. The Academy of Management Executive, 11(4): 73-90; Pfeffer, J. 1998. The human equation: Building profits by putting people first. Boston: Harvard Business School Press.
8. Pringle, C. D., & Kroll, M. J. 1997. Why Trafalgar was won before it was fought: Lessons from resource-based theory. The Academy of Management Executive, 11(4): 73-90; Pfeffer, J. 1998. The human equation: Building profits by putting people first. Boston: Harvard Business School Press.
9. Quinn, D. P., & Jones, T. M. 1995. An agent morality view of business policy. Academy of Management Review, 20: 22-43.
10. Eisenberger, R., Fasolo, P, and Davis-LaMastro, V. 1990. Perceived organizational support and employee diligence, commitment, and innovation. Journal of Applied Psychology, 75: 51-59; Treviño, L. K., & Weaver, G. R., 2001. Organizational justice and ethics program follow-through: Influences on employees' harmful and helpful behavior. Business Ethics Quarterly, 11: 651-671.
11. Eisenberger, R., Fasolo, P, and Davis-LaMastro, V. 1990. Perceived organizational support and employee diligence, commitment, and innovation. Journal of Applied Psychology, 75: 51-59; Treviño, L. K., & Weaver, G. R., 2001. Organizational justice and ethics program follow-through: Influences on employees' harmful and helpful behavior. Business Ethics Quarterly, 11: 651-671.
12. van den Bos, K., Lind, E. A., & Wilke, H. A. M. 2001. The psychology of procedural and distributive justice viewed from the perspective of fairness heuristic theory. In R. Cropanzano (Ed.), Justice in the workplace: From theory to practice (vol. 2). Mahwah, NJ: Lawrence Erlbaum.
13. Greenberg, J. 1996. The quest for justice on the job: Essays and experiments. Thousand Oaks, CA: Sage.
14. Treviño & Weaver, 2001, op. cit.; Treviño, et al., op. cit.
15. Treviño & Weaver, 2001, op. cit.; Treviño, et al., op. cit.
16. Weaver, G. R., Treviño, L. K., & Cochran, P. L. 1999. Integrated and decoupled corporate social performance: Management values, external pressures, and corporate ethics practices. Academy of Management Journal, 42: 539-552.
17. Treviño, et al., op. cit.
18. Weaver, Treviño, & Cochran, op. cit.
19. Treviño, L. K., & Weaver, G. R. 2003. Managing ethics in business organizations: Social scientific perspectives. Stanford: Stanford University Press; Paine, L. S., 1994. Managing for organizational integrity. Harvard Business Review, 72(2): 106-117.
20. Treviño, L. K., & Weaver, G. R. 2003. Managing ethics in business organizations: Social scientific perspectives. Stanford: Stanford University Press; Paine, L. S., 1994. Managing for organizational integrity. Harvard Business Review, 72(2): 106-117.
21. Weaver & Treviño, 2001, op. cit.
22. Treviño & Weaver, 2003, op. cit.
23. I b i d.
24. Treviño, et al., op. cit. Treviño & Weaver, 2003, op. cit.
25. Treviño, et al., op. cit. Treviño & Weaver, 2003, op. cit.
26. Butterfield, K. D., Treviño, L. K., & Weaver, G. R. 2000. Moral awareness in business: Influences of issue-related and social-context factors. Human Relations, 53: 981-1018.
27. Bird, F. B. 1996. The muted conscience: Moral silence and the practice of ethics in business. Westport, CT: Quorum Books.
28. See, for example, Bill Sells' autobiographical tale of how managers at Johns Manville Corporation avoided coming to grips with issues of disease among asbestos workers by the use of euphemistic labels for asbestiosis cases. Sells, B. 1994. What asbestos taught me about managing risk. Harvard Business Review, 72(2): 76-85.
29. Weaver, Treviño, & Cochran, 1999, op. cit.; Weaver, G. R., Treviño, L. K., & Cochran, P. L., 1999. Corporate ethics programs as control systems: Influences of executive commitment and environmental factors. Academy of Management Journal, 42: 41-57.
30. Weaver, Treviño, & Cochran, 1999, op. cit.; Weaver, G. R., Treviño, L. K., & Cochran, P. L., 1999. Corporate ethics programs as control systems: Influences of executive commitment and environmental factors. Academy of Management Journal, 42: 41-57.
31. Treviño, et al., op. cit.
32. Treviño, L. K., Hartman, L. P., & Brown, M. 2000. Moral person and moral manager: How executives develop a reputation for ethical leadership. California Management Review, 42(4): 128-142.
33. Treviño, et al., op. cit. Treviño, L. K., Butterfield, K. D., & McCabe, D. 1998. The ethical context in organizations: Influences on employee attitudes and behaviors. Business Ethics Quarterly, 8: 447-476.
34. Treviño, et al., op. cit. Treviño, L. K., Butterfield, K. D., & McCabe, D. 1998. The ethical context in organizations: Influences on employee attitudes and behaviors. Business Ethics Quarterly, 8: 447-476.
35. Danis, W. M., & Parkhe, A. 2002. Hungarian-Western partnerships: A grounded theoretical model of integration processes and outcomes. Journal of International Business Studies, 33: 423-455.
36. Kiriazov, D., Sullivan, S. E., & Tu, H. S. 2000. Business success in eastern Europe: Understanding and customizing HRM. Business Horizons, 43(1): 39-44.
37. Donaldson, T., & Dunfee, T. W. 1999. When ethics travel: The promise and peril of global business ethics. California Management Review, 41(4): 45-55.