An investigation of the moral reasoning of managers

Elm, Dawn R.; Nichols, Mary Lippitt

doi:10.1007/bf00871663

Cited by 123 publications

(88 citation statements)

References 47 publications

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“…Importantly, the organizational climates that qualify as highly ethical have aspects that are shared as being moral by multiple perspectives (See Graham et al 2012 for a discussion of similarities and differences across moral perspectives). Collectively, oriented climates relate to higher levels of organizational commitment, thereby illustrating that the climate serves as a behavioral norm for pro-social organizational behavior (Cullen et al 2003), helping behavior (Kalshoven and Boon 2012), ethical judgments (Barnett and Vaicys 2000), and managerial moral decisions (Elm and Nichols 1993). Furthermore, ethical climate has been related to reductions in deviant behavior by employees (Mayer et al 2010;Peterson 2002;Wimbush et al 1997).…”

Section: Ethical Climatementioning

confidence: 99%

When Organizational Identification Elicits Moral Decision-Making: A Matter of the Right Climate

et al. 2015

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To advance current knowledge on ethical decision-making in organizations, we integrate two perspectives that have thus far developed independently: the organizational identification perspective and the ethical climate perspective. We illustrate the interaction between these perspectives in two studies (Study 1, N = 144, US sample; and Study 2, N = 356, UK sample), in which we presented participants with moral business dilemmas. Specifically, we found that organizational identification increased moral decision-making only when the organization's climate was perceived to be ethical. In addition, we disentangle this effect in Study 2 from participants' moral identity. We argue that the interactive influence of organizational identification and ethical climate, rather than the independent influence of either of these perspectives, is crucial for understanding moral decision-making in organizations.

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Section: Ethical Climatementioning

confidence: 99%

When Organizational Identification Elicits Moral Decision-Making: A Matter of the Right Climate

et al. 2015

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“…Former research has identified that students/younger people appreciate values such as "love" and "true friendship" (McCleary & Vosburgh, 1990), and that their reasoning is oriented toward instrumentalism and care (Elm & Nichols, 1993). This is confirmed in several of the cases where friendship leads to job opportunities, and friendship at the job results in high loyalty and care.…”

Section: The Instrumentality Of Friendshipsmentioning

confidence: 92%

“…With regard to organizational cultures, research in general business ethics has reported significant differences between and within industries (Elm & Nichols, 1993;Victor & Cullen, 1988), using a so-called ethical climate scale. The work of Victor and Cullen (1988) implies that the unlikeness in "collective" ethical thinking is different in manufacturing and service organizations.…”

Section: The Tourism Industrymentioning

confidence: 99%

“…Marnburg, 2001), and this is confirmed to some degree in tourism (Bartholomew, Freedman, & Freeman, 1990). When Elm and Nichols (1993) studied the ethical climate in several organizations, they found a significant difference in how younger and older employees perceived the climate in their companies. The youngest perceived in a conventional way (i.e.…”

Section: Ethics Age and Experiencementioning

confidence: 99%

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“I hope it won’t happen to me!” Hospitality and tourism students’ fear of difficult moral situations as managers

Marnburg

2006

Tourism Management

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Marnburg, E. (2006)' AbstractIn order to organize ethical education for future managers in the hospitality and tourism industry, an interesting study is to look into how students conceptualize the moral ordeals they think they will meet in their future management positions. Hospitality and Tourism students at the Norwegian School of Hotel Management, Stavanger University, were given a group assignment to write stories (narratives) about managers who were confronted with ethical dilemmas-a situation they could face as future managers.In order to make an explorative study of the narratives, an analytical categorization model based on former research in business ethics was constructed. This model focuses on what types of ethical dilemmas are described, who is involved in the situation, situational factors, individual attributes, and who is to blame for the dilemma appearance. Most of the dilemmas described in the histories were general business ethical issues and the students focused mainly on problems between superiors and subordinates within the organizations. The analyses revealed that the students have a sound conception of how moral dilemmas were elicited and of social reactions within the organization. The students also showed a high degree of selfinsight and were generally skeptical of top management's decisions or lack thereof. However, the analyses also revealed that the students' implicit theories about management included harsh expectations from the organizations and that individualistic and lone managers had to bear all the problems on their shoulders. Possible implications of the findings are discussed in relation to professional practice, education and future research.

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“…Martin and Cullen's (2006) meta-analysis of the consequences of the ethical climate types for the larger organizational revealed that principled climates, which are the types of ethical climates in which rules, laws, codes, and procedures are perceived to be internalized, produced positive ethical outcomes for the organizations. Examples of positive ethical outcomes relating to principled climates include higher levels of ethical reasoning and more ethical decision-making (e.g., Barnett & Vaicys, 2000;Elm & Nichols, 1993). Researchers concluded that principled climates produced such ethical benefits because the internalized rules provide predictable bases for interactions and decision making (Martin & Cullen, 2006;Rosenblatt & Peled, 2002).…”

Section: Theoretical Foundationmentioning

confidence: 99%

Modeling Diversity Management Practices in Corporate Ethics: The Spillover Effect

SaintDic

Parboteeah

Mero

2016

AMPROC

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An investigation of the moral reasoning of managers

Cited by 123 publications

References 47 publications

When Organizational Identification Elicits Moral Decision-Making: A Matter of the Right Climate

When Organizational Identification Elicits Moral Decision-Making: A Matter of the Right Climate

“I hope it won’t happen to me!” Hospitality and tourism students’ fear of difficult moral situations as managers

Modeling Diversity Management Practices in Corporate Ethics: The Spillover Effect

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