A Survey of Ethical Conduct in Risk Management: Environmental Economists

Goldberg, Laura A.; Greenberg, Michael

doi:10.1207/s15327019eb0404_2

Cited by 13 publications

(10 citation statements)

References 11 publications

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“…For example, performance pressures typically inherent in leaders' high-stakes jobs have shown to hinder cognitively complex processes (Baumeister 1984: Lewis andLinder 1997) and ethical behavior (Goldberg and Greenberg 1994;Jasanoff 1993). Other situational pressures such as time (Treviño 1986), resources, and competition (Staw and Szwajkowski 1975) can also promote inadequate sensemaking and unethical behavior.…”

Section: Leader Constraints Sensemaking and Edmmentioning

confidence: 99%

Leader Ethical Decision-Making in Organizations: Strategies for Sensemaking

et al. 2012

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Organizational leaders face environmental challenges and pressures that put them under ethical risk. Navigating this ethical risk is demanding given the dynamics of contemporary organizations. Traditional models of ethical decision-making (EDM) are an inadequate framework for understanding how leaders respond to ethical dilemmas under conditions of uncertainty and equivocality. Sensemaking models more accurately illustrate leader EDM and account for individual, social, and environmental constraints. Using the sensemaking approach as a foundation, previous EDM models are revised and extended to comprise a conceptual model of leader EDM. Moreover, the underlying factors in the model are highlighted-constraints and strategies. Four trainable, compensatory strategies (emotion regulation, self-reflection, forecasting, and information integration) are proposed and described that aid leaders in navigating ethical dilemmas in organizations. Empirical examinations demonstrate that tactical application of the strategies may aid leaders in making sense of complex and ambiguous ethical dilemmas and promote ethical behavior. Compensatory tactics such as these should be central to organizational ethics initiatives at the leader level.

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Section: Leader Constraints Sensemaking and Edmmentioning

confidence: 99%

Leader Ethical Decision-Making in Organizations: Strategies for Sensemaking

et al. 2012

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“…Analysis of these cases indicated that poor mentoring, production pressure, and commitment to a particular theoretical perspective all appeared to play a role in multiple cases of misconduct. In another study along these lines, Goldberg and Greenberg (1994) asked 1,500 professionals working in the biological, health, and social sciences to indicate whether they had observed ethical breeches such as fabricating and plagiarism. They then asked these professionals to indicate the presumed causes of the misconduct incidents.…”

Section: Environmental Experiencesmentioning

confidence: 99%

Environmental Influences on Ethical Decision Making: Climate and Environmental Predictors of Research Integrity

et al. 2007

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It is commonly held that early career experiences influence ethical behavior. One way early career experiences might operate is to influence the decisions people make when presented with problems that raise ethical concerns. To test this proposition, 102 first-year doctoral students were asked to complete a series of measures examining ethical decision making along with a series of measures examining environmental experiences and climate perceptions. Factoring of the environmental measure yielded five dimensions: professional leadership, poor coping, lack of rewards, limited competitive pressure, and poor career direction. Factoring of the climate inventory yielded four dimensions: equity, interpersonal conflict, occupational engagement, and work commitment. When these dimensions were used to predict performance on the ethical decision-making task, it was found that the environmental dimensions were better predictors than the climate dimensions. The implications of these findings for research on ethical conduct are discussed.

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“…Jasanoff (1993) performed a qualitative analysis of scientific misconduct, and she found that production pressure, among other environmental variables, was associated with ethical misconduct. Similarly, Goldberg and Greenberg (1994) found that scientific professionals perceived production pressures to be the most important cause of ethical breeches they had observed in the course of their work.…”

Section: Introductionmentioning

confidence: 96%