Corporate Ethics and Compliance Programs: A Report, Analysis and Critique

Weber, James; Wasieleski, David M.

doi:10.1007/s10551-012-1561-6

Cited by 105 publications

(99 citation statements)

References 20 publications

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“…An ethics office(r) should thus be installed before adopting an ethics report line. Although ethics officers are a critical element in an ethics program (Weber and Wasieleski 2013), their impact is nevertheless more indirect than direct. In keeping with this indirect role, an ethics office(r) should preferably be installed early on, to help write the code and design and implement the rest of the ethics program.…”

Section: Sequencementioning

confidence: 99%

“…Responding to Weber and Wasieleski' (2013) call for an urgent need in the field of business ethics to devise methods to enhance the effectiveness of ethics programs in organizations, this study has examined three aspects: the scope, composition, and sequence of adoption of components of ethics programs. Instead of approaching the design of an ethics program from a moral point of view (Reynolds and Bowie 2004) or from a legal point of view (Stucke 2014), this study employed an empirical approach to establish the design of an effective ethics program.…”

Section: Research Implications and Limitationsmentioning

confidence: 99%

“…In this study, the broadest scale that has been developed to date (Kaptein 2009) was used. Future research could examine whether the effectiveness of ethics programs can be improved further through the inclusion of more components such as an ethics committee (Singh 2006), confirmation procedures for receiving or for compliance with the code (Joseph 2002), the oath or pledge (Khurana and Nohria 2008), risk assessment (Weber and Wasieleski 2013), formal inclusion of ethics in decision making, and external reporting about the effectiveness of the code (KPMG 2008).…”

Section: Research Implications and Limitationsmentioning

confidence: 99%

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The Effectiveness of Ethics Programs: The Role of Scope, Composition, and Sequence

2014

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Organizations are faced with the question, not only whether to adopt an ethics program, but also which components to adopt when. This study shows that unethical behavior occurs less frequently in organizations that have an ethics program than in organizations that do not have an ethics program. Nine components of ethics programs were identified and examined. The results show that there is a direct relationship between the number of components adopted and the frequency of observed unethical behavior. No relationship was found between pre-employment screening and unethical behavior, while the strongest relationship was discerned between accountability policies and unethical behavior. The study further reveals that the best sequence for adopting components of an ethics program is (1) a code of ethics, (2) ethics training and communication, (3) accountability policies, (4) monitoring and auditing, and (5) investigation and correction policies-all of which are directly related to less unethical behaviorfollowed by (6) an ethics office(r), (7) ethics report line, and (8) incentive policies-all of which are indirectly related to less unethical behavior. With the exception of pre-employment screening, this sequence corresponds closely to the pattern of adoption of organizations in the U.S.

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Section: Sequencementioning

confidence: 99%

Section: Research Implications and Limitationsmentioning

confidence: 99%

Section: Research Implications and Limitationsmentioning

confidence: 99%

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The Effectiveness of Ethics Programs: The Role of Scope, Composition, and Sequence

2014

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“…This new generation of ethical codes goes beyond the current ethics and compliance programs that are always limited to the legal field and that are only concerned with criminal risks (Peterson, 2013;Weber;Wasieleski, 2013). The current ethics programs do not consider that the moral risks or the possibility that an organization does not behave according to what is expected of it can have even worse repercussions.…”

Section: Corporate Social Responsibility Reportmentioning

confidence: 99%

From ethical codes to ethical auditing: An ethical infrastructure for social responsibility communication

Marzá¹

2017

EPI

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Organizations' communication and social responsibility have been conceived and used as two completely separate areas, whose relationship is merely instrumental. This has led to a current lack of trust in the mechanisms and procedures of corporate social responsibility information. This article proposes an ethics of communication that defines how to ethically manage corporate social responsibility communication which is capable of specifying the relationships that link ethics, communication, and responsibility. The objective is to present the basic traits of new codes of ethics generation that include both compliance measures and their external verification by ethical auditing. The proposal is important because it establishes an ethical infrastructure from which to recover trust in corporate social responsibility communication. The employed methodology is reconstruction, based on Habermas' Theory of Communicative Action, and also transparency and participation claims that result from discourse ethics. KeywordsCorporate social responsibility; Ethics; Theory of communicative action; Trust; Critical hermeneutics; Responsible communication; Ethical codes; Ethics committee; Ethics hotline; Compliance; Ethical auditing. ResumenLa comunicación y la responsabilidad social de las organizaciones se han concebido y utilizado como dos ámbitos separados, cuya relación sólo es instrumental. El resultado ha sido la actual desconfianza hacia los mecanismos y procedimientos de información de la responsabilidad social. Este artículo propone apoyarse en una ética de la comunicación para, desde ahí, definir las bases para una gestión ética de la comunicación de la responsabilidad social capaz de explicitar la relación entre ética, comunicación y responsabilidad. El objetivo es exponer los rasgos básicos de una nueva generación de códigos de ética que incluyan tanto las medidas de su cumplimiento como su verificación externa a través de una auditoría ética. La importancia de esta propuesta deriva de la necesidad de establecer una infraestructura ética desde la que recuperar la confianza en la comunicación de la responsabilidad social. La metodología utilizada es de corte reconstructivo y se basa en la teoría de la acción comunicativa de Habermas y en las pretensiones de transparencia y participación derivadas de la ética discursiva.Manuscript received on 02-01-2017 Accepted on 08-02-2017 Nota: Este artículo se puede leer en español en:

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“…Empero, aunque estos programas son una iniciativa prometedora, no es suficiente con su adopción. MacLean et al (2015) plantean que los programas simbólicos o superficiales pueden hacer más daño que bien, por ello se necesita idear métodos que permitan mejorar tanto su eficiencia como su eficacia (Weber y Wasieleski, 2013). Es decir, estos programas deben cumplir los objetivos para los que fueron creados, para lo cual se requiere identificar lo que se está haciendo bien y lo que se puede mejorar.…”

Section: Introductionunclassified

Modelo para la Evaluación de Programas de Ética Organizacional en Universidades

Osorio¹,

Rodríguez²

2018

Inf. tecnol.

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ResumenEn este artículo se propone un modelo para evaluar programas de ética organizacional implementados en universidades. La metodología utilizada es cualitativa y tiene en cuenta el antecedente de la Universidad Nacional de Colombia, donde existió un programa de ética. La revisión bibliográfica muestra que hay un vacío en el conocimiento sobre evaluación de programas de ética, en general, y en las universidades, en particular. El principal resultado es un modelo de evaluación basado en instrumentos de corte cualitativo y cuantitativo. Se concluye que el modelo propuesto permite evaluar programas de ética organizacional en universidades, dando cuenta no sólo de la ejecución presupuestal y la calidad de las actividades realizadas, sino también de otros aspectos. Entre estos, las percepciones de los grupos de interés en cuanto a la apropiación del código ético y los valores morales, los cambios en las actitudes y comportamientos éticos y el fortalecimiento de la cultura organizacional ética. Palabras clave: ética organizacional; programas de ética; evaluación de programas; universidades; grupos de interés Model for the Evaluation of Organizational Ethics Programs in Universities AbstractA model for the evaluation of organizational ethics programs implemented in universities is proposed. The methodology used is qualitative and it considers the results of an ethics program of the Universidad Nacional de Colombia. The literature review shows that there is a knowledge gap about evaluation of ethics programs, in general, and in universities, in particular. The main result is a model of evaluation based in qualitative and quantitative instruments. It is concluded that the proposed model allows evaluating organizational ethics programs in universities, given an account not only of the budget execution and the quality of the activities realized, but also of other factors. Among these are the perceptions of the stakeholders regarding the appropriation of the organizational ethical code and moral values, the changes in ethical attitudes and behaviors and the strengthening of the ethical organizational culture.

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Corporate Ethics and Compliance Programs: A Report, Analysis and Critique

Cited by 105 publications

References 20 publications

The Effectiveness of Ethics Programs: The Role of Scope, Composition, and Sequence

The Effectiveness of Ethics Programs: The Role of Scope, Composition, and Sequence

From ethical codes to ethical auditing: An ethical infrastructure for social responsibility communication

Modelo para la Evaluación de Programas de Ética Organizacional en Universidades

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