This article addresses a significant gap in the theoretical literature on marketing ethics. This gap results from the lack of an integrated framework which clarifies and synthesizes the multiple variables that explain how marketers make ethical/unethical decisions. A contingency framework is recommended as a starting point for the development of a theory of ethical/unethical actions in organizational environments. This model demonstrates how previous research can be integrated to reveal that ethical/unethical decisions are moderated by individual factors, significant others within the organizational setting, and opportunity for action.

This article addresses a significant gap in the theoretical literature on marketirig ethics. This gap results fronn the lack of an integrated framework which clarifies and synthesizes the multiple variables that explain how marketers make ethical/unethical decisions. A contingency framework is recommended as a starting point for the development of a theory of ethical/unethical actions in organizational environments. This model demonstrates how previous research can be integrated to reveal that ethical/unethical decisions are moderated by individual factors, significant others within the organizational setting, and opportunity for action.

The contributions of current models of ethical decision making are described and evaluated on a comparative basis. From the synthesis of these frameworks an integrated model is derived. The integrated model combines both cognitive-affect and social-learning theory to produce a more complete perspective of the ethical decision process. This perspective acknowledges that ethical decision making is affected by both external (environment, peers, situation) as well as internal (moral value structure) constructs.

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