Values and the American Manager: An Update

Posner, Barry Z.; Schmidt, Warren H.

doi:10.2307/41165090

Cited by 231 publications

(76 citation statements)

References 6 publications

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“…Based on the review of relevant past research studies, the authors assume that one of the primary determinants of the IT professionals' ethical attitudes is their perception of shared key organizational values (Beyer and Trice, 1981;Hunt and Vitell, 1986;Alvesson, 1987;Vitell and Festervand, 1987;Ferrell and Skinner, 1988;Howard, 1990;Vitell and Davis, 1990;Posner and Schmidt, 1992;Jin, 1997;Kaku, 1997;Finegan, 2000).…”

Section: Introduction and Conceptual Frameworkmentioning

confidence: 99%

Information Technology Professionals’ Perceived Organizational Values and Managerial Ethics: An Empirical Study

2006

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ABSTRACT. This paper summarizes the results of an analysis of empirical data on ethical attitudes of professionals and managers in relation to organizational core values in the Information Technology (IT) industry. This study investigates the association between key organizational values as independent variables and the ethical attitudes of IT managers as dependent variables. The study also delves into differences among IT nonmanagerial professionals, mid-level managers, and upperlevel managers in their ethical attitudes and perceptions. Research results indicated that IT professionals from mechanistic organizations were much more likely to report -compared to those from organic organizationsthat managers in their corporate environment engage in behaviors considered unethical and that successful managers were more unethical relative to unsuccessful managers. There were significant differences between the upper-level managers and the mid-level managers and between the mid-level managers and the IT nonmanagerial professionals on certain key ethical issues. This paper discusses the conceptual framework, hypotheses, research methodology, data analysis, implications of the findings, and suggested areas of further research.

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Section: Introduction and Conceptual Frameworkmentioning

confidence: 99%

Information Technology Professionals’ Perceived Organizational Values and Managerial Ethics: An Empirical Study

2006

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“…Surveying the opinions of upper-level managers, Baumhart (1968) reported that "80 percent regarded it as unethical management behaviour to focus solely in the interests of shareowners" (reported in Donaldson & Preston, 1995). Other later work (Brenner & Molander, 1977;Posner & Schmidt, 1984) is also cited as confirming that the idea of stakeholders was already present -in the consciousness of managers at least -at the time at which Freeman's book was being written.…”

Section: Scope Of Studymentioning

confidence: 84%

Speaking Up for the Natural Landscape: A Rhetorical Dilemma

Brown¹

2012

JMS

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This article presents textual evidence which shows some of the ways in which green business corporations and environmental NGOs represent the natural landscape and their relationship with it. It reviews the origin and development of stakeholder dialogue and questions to what extent such dialogue can contribute to a process of corporate change. It shows how the corporations use different language to represent nature than the NGOs and provides evidence suggesting that the green corporations understand their relationship with the natural landscape differently. NGOs that wish to speak up for the natural landscape, face a rhetorical dilemma which has an important implication for their practice. Either they can enter into a stakeholder dialogue with business and risk becoming a party to the exploitive management of nature, or they can refrain from entering into a dialogue and risk becoming marginalised.

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“…For example, the studies of both Brenner and Molander (1977) and Baumhart (1961) surveyed readers of the Harvard Business Review and ranked the behaviors of supervisors as the most important referent group when establishing personal ethical standards. Posner and Schmidt (1984) showed that the ethical behavior of functional managers is strongly affected by their supervisors' behavior. In a personal computing setting, Watson and Pitt (1993a, b) also revealed in their studies that the beliefs of senior management drive the ethical standards of their peer groups.…”

Section: Senior Managementmentioning

confidence: 99%

The Effects of Environmental Factors on the Behavior of Chinese Managers in the Information Age in China

Chow

Chan

2009

J Bus Ethics

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ABSTRACT. This paper examines the effects of environmental factors on the ethical behavior of managers using computers at work in Mainland China. In this study, environmental factors refer to senior management, peer groups, company policies, professional practices, and legal considerations. Ethical behaviors include attitudes to disclosure, protection of privacy, conflict of interest, personal conduct, social responsibility, and integrity. A questionnaire survey was used for data collection, and 125 mainland Chinese managers participated in the study. The results show that peer groups, professional practices, and legal considerations do influence the ethical behavior of mainland Chinese managers in the areas of social responsibility, integrity, and accountability. A discussion of the implications of the results is also provided in this paper.

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Values and the American Manager: An Update

Cited by 231 publications

References 6 publications

Information Technology Professionals’ Perceived Organizational Values and Managerial Ethics: An Empirical Study

Information Technology Professionals’ Perceived Organizational Values and Managerial Ethics: An Empirical Study

Speaking Up for the Natural Landscape: A Rhetorical Dilemma

The Effects of Environmental Factors on the Behavior of Chinese Managers in the Information Age in China

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