Core Values, Culture and Ethical Climate as Constitutional Elements of Ethical Behaviour: Exploring Differences Between Family and Non-Family Enterprises

Duh, Mojca; Belak, Jernej; Milfelner, Borut

doi:10.1007/s10551-010-0519-9

Cited by 138 publications

(133 citation statements)

References 60 publications

Supporting

Mentioning

130

Contrasting

Unclassified

Order By: Relevance

“…Even if, as suggested by some research in accounting, one cannot rule out that the commitment to ethical rule can follow a strategy where the (apparent) ethical behavior can simply depend on a strategic analysis of cost/benefits of the actors (Schrand and Walther, 2000), both theoretical (King, 1996) and empirical evidence suggests the importance of true commitment to ethical maxims (Duh et al, 2010;Schwarz, 2006) in management and in politics alike. For managers, this strategy constitutes a successful entrepreneurial action (Carson et al, 2006;Eberl, 2004;Lavie, 2006), since when the leadership behavior is perceived as trustworthy through the observer's mediating lens, trust increases and leaders are more likely to be viewed as ethical stewards who honor a higher level of duties .…”

Section: Variable Description and Data Sourcesmentioning

confidence: 99%

When the EU Leaders Speak, the Markets Listen

Wisniewski

Moro

2012

SSRN Journal

View full text Add to dashboard Cite

We use content analysis software to examine certain characteristics of communications arising from European Council meetings. These characteristics appear to explain a large proportion of variation in stock returns around the meeting dates. More specifically, stock market investors react favorably when the conclusions and declarations issued by heads of states convey a positive sentiment and demonstrate a stance of moral rectitude. On the other hand, the returns tend to be negative when the communications are obfuscated by an excessive use of abstract words and fixated on regional rather than global issues. JEL Classifications: F50, G12, G14, G15

show abstract

Section: Variable Description and Data Sourcesmentioning

confidence: 99%

When the EU Leaders Speak, the Markets Listen

Wisniewski

Moro

2012

SSRN Journal

View full text Add to dashboard Cite

show abstract

“…For determining the type of enterprise culture, we followed the OCAI developed by Cameron and Quinn (1999), which has been empirically validated in many research studies (e.g., Duh, Belak, & Milfelner, 2010;Ralston et al, 2006;Tuan, 2012). This methodology to determine the type of culture in an organisation has been used in almost 10,000 organisations worldwide (Cameron, 2004).…”

Section: Measurement Instrumentmentioning

confidence: 99%

The importance of culture for enterprise dynamics: the role of type and strength of culture

Duh

Belak

Milfelner

2016

Economic Research-Ekonomska Istraživanja

Self Cite

View full text Add to dashboard Cite

Nowadays, enterprises can gain and sustain a competitive advantage in hypercompetitive environments for only a limited period of time. In order to be able to do that, enterprises must be dynamic. Even though -several authors suggest a positive association between organisational culture and the enterprise's dynamic -we are still lacking the empirical support for such assertion. Therefore, we empirically tested the association between the type and strength of culture and the level of enterprises' dynamics. Since organisational culture and the enterprises' dynamics are both a complex phenomenon, we applied a case study approach combined with quantitative methods. The research indicates that the adhocracy culture type positively influences the level of enterprises' dynamics. Regarding the strength of culture, our research results show that positive effects of strong culture exceed the eventual negative effects of such culture and positively influence the level of enterprises' dynamics.

show abstract

“…These ideas are converted to criteria to be used in identification, evaluation and solution of ethical problems and give rise to a construct that can offer guidance to leaders in decision-making process (Suar and Khuntia, 2004;Weber and Seger, 2002). Ethical climates identify the normative systems that guide organizational decision making and the systemic responses to ethical dilemmas (Duh Belak and Milfelner, 2010).…”

Section: Organizational Ethical Climatementioning

confidence: 99%

The Relationships between Organizational Ethical Climate and Political Behavior Perceptions of the Faculty Members

Ekinci¹

2016

HUJE

View full text Add to dashboard Cite

ABSTRACT:The purpose of this study is to investigate the relationships between organizational ethical climate and political behavior on the basis of the faculty members' perceptions. The sample of the study is comprised of 440 faculty members employed at Mugla Sıtkı Kocman University. The data of the study were collected through the Ethical Climate Questionnaire and the Political Behavior Questionnaire. In the analysis of the data, descriptive statistics, t-test, ANOVA, LSD test, and multiple regression analysis were employed. The findings of the study revealed that the faculty members have a medium level of ethical climate perception and political behavior perception, and the faculty members' ethical climate perception is a significant predictor of their political behavior perception. There are no significant differences among faculty members' organizational ethical climate and political behavior perceptions regarding their gender and academic rank. The results of the study have provided opportunities for the executives of higher education to develop better policies and practices regarding ethical climate and political behaviors.

show abstract

Core Values, Culture and Ethical Climate as Constitutional Elements of Ethical Behaviour: Exploring Differences Between Family and Non-Family Enterprises

Abstract: family enterprise, ethical core values, organizational culture, ethical climate, ethical behaviour, business ethics,

Cited by 138 publications

References 60 publications

When the EU Leaders Speak, the Markets Listen

When the EU Leaders Speak, the Markets Listen

The importance of culture for enterprise dynamics: the role of type and strength of culture

The Relationships between Organizational Ethical Climate and Political Behavior Perceptions of the Faculty Members

Contact Info

Product

Resources

About