Corporate governance and organisational culture: The role of ethics officers

Abstract

Abstract:We argue that ethical leadership must be in line with corporate governance in general and of the CEO (Chief Executive Officer) who must be the starting point for the rest of the organizational members to have an ethical guideline to follow. Nevertheless, we argue that the figure of the EO (Ethics Officer) is the connecting link between ethical values of Corporate Governance, CEOs and those of the other staff. With this idea in mind, we present the characteristics an EO must have, and reach the conclusion that organizational ethical values cannot be imposed. Instead, they must be managed through a corporate governance ethical culture, so this term will be the focus of the paper. 2 CORPORATE GOVERNANCE AND ORGANIZATIONAL CULTURE. THE ROLE OF ETHICS OFFICERS.Keywords: Business Ethics, CEO, Corporate Governance, Ethical Culture, Ethics Officers, Organizational Culture. Abstract:We argue that ethical leadership must be in line with corporate governance in general and of the CEO (Chief Executive Officer) who must be the starting point for the rest of the organizational members to have an ethical guideline to follow. Nevertheless, we argue that the figure of the EO (Ethics Officer) is the connecting link between ethical values of Corporate Governance, CEOs and those of the other staff. With this idea in mind, we present the characteristics an EO must have, and reach the conclusion that organizational ethical values cannot be imposed. Instead, they must be managed through a corporate governance ethical culture, so this term will be the focus of the paper.

Notice of Retraction: Ethical leadership and employee trust: Governance perspective

“…The survey questionnaires for this study had adopted with modifications from previous studies conducted by Resick [10]. The questionnaires were distributed and collected from 151 employees of public sector organization.…”

A framework for managing and assessing ethics in Namibia: An internal audit perspective

“…Schwartz (2013:41) reiterates that a strong ethical culture not only deters illegal behaviour and unethical corporate scandals but also improves the ethical behaviour of all staff. Vitell and Encarnación (2006:39) Several authors recommend the implementation of formal ethics programmes to build ethical organisational cultures (Argandona, 2004;EthicsSA, 2014;IOD, 2009aIOD, , 2009bKaptein, 2009;Kaptein, 2015;Llopis et al, 2007). EthicsSA (2014) illustrates that an ethics programme forms part of an organisation's entire ethics management framework (EthicsSA, 2014:5), as presented in Figure 1.…”

“…Prior studies on the concept and practice of organisational ethics focus on, amongst others, the systems, structures or programmes that could be implemented by organisations to build an ethical organisational culture (Dando & Bradshaw, 2013;Kaptein, 2009;Llopis & Gasco, 2007). Kaptein (2009:262) describes ethical culture as the informal and formal control mechanisms that prevent unethical behaviour and promote ethical behaviour.…”

Budaya Perusahaan Dan Kinerja Karyawan Transportasi Udara

“…Dengan kata lain, hal ini merupakan cara yang dilakukan organisasi untuk mencerminkan keyakinan anggota organisasi seperti apa perilaku dan prosedur yang tepat. Fenomena ini menimbulkan konsep budaya perusahaan sehingga memunculkan gagasan pemahaman membangun dan meningkatkan budaya perusahaan yang positif (Llopis et al, 2007) dan juga layanan bagi konsumen yang bertahan lama, pengalaman yang tidak berwujud serta dilakukan dengan tindakan terhadap konsumen sebagai peran perusahaan (Fitzsimmons, 2010). Budaya perusahaan memiliki visi jelas yang dikomunikasikan dari manajemen puncak untuk semua anggota organisasi.…”