Culture follows design: Code design as an antecedent of the ethical culture

Stöber, Thomas; Kotzian, Peter; Weißenberger, Barbara E.

doi:10.1111/beer.12201

Cited by 24 publications

(24 citation statements)

References 63 publications

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“…Besides adding new innovative elements, existing practices could be innovated too. Take for instance the code of conduct, a practice that has already existed for more than 20 years (Morf et al., 1999; Stöber et al., 2019; Treviño et al., 2014). An example of implementing this component in a more innovative way was given by one of the ethics officers: He did not prescribe a full code of conduct but, instead, asked employees to write their personal code of conduct based upon a provided framework fitting the organization's values and minimal legal requirements.…”

Section: Strengths Limitations and Future Researchmentioning

confidence: 99%

Innovative ethics officers as drivers of effective ethics programs: An empirical study in the Netherlands

Hogenbirk¹,

Dun

2020

Business Ethics Env & Resp

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In January 2017, Rolls Royce agreed to pay a £671 million fine to the British, American, and Brazilian authorities because of corruption, false accounting, and failure to prevent bribery (Skapinker, 2017). In the Summer of 2018, Uber's CEO Travis Kalanick resigned following his mishandling of a series of scandals about sexual harassment and macho culture (Kleinman, 2017). In 2019, the American Federal Trade Commission imposed a historic $5 billion dollar penalty on Facebook for violating its customers' privacy as part of the Cambridge Analytica scandal (Jaeger, 2019). Over the last 10 years, global CEO dismissals due to ethical lapses have risen from 3.9% to 5.3% (Per-Ola, DeAnne, & Rivera, 2017). Unethical behavior at work is not restricted to top management: According to the Ethics Resource Center (2012), 52% of the Fortune 500 employees had been ticked off for ethical misconduct. People are increasingly aware that such a reputation damages and compromises the long-term profit of a firm and stakeholders as customers will abandon them. Banks et al. (2016) described the elimination of unethical behavior in organizations as a "grand challenge" for researchers and practitioners alike. Often urged by external pressures, many organizations have installed an "ethics" program to stimulate ethical behavior

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Section: Strengths Limitations and Future Researchmentioning

confidence: 99%

Innovative ethics officers as drivers of effective ethics programs: An empirical study in the Netherlands

Hogenbirk¹,

Dun

2020

Business Ethics Env & Resp

View full text Add to dashboard Cite

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“…High relativists tend to disagree with PRESOR survey items about the role of ethics and social responsibility in business, but explaining this disagreement precisely awaits future research. In the interim, relativism scores were orthogonal to a measure of support for environmentalism (that is, high relativists are not obviously opposed to this; Stober, Kotzian, & Weiβenberger, 2019), and nothing about findings involving PRESOR scores necessarily suggests dubious ethics among high relativists. Although nine of ten such correlations were weak, EPQ relativism scores correlated at −.34 with "Moral people are unselfish" (p. 246).…”

Section: Relativism and Beliefs About Ethics And Social Responsibilmentioning

confidence: 99%

A relativistic approach to moral judgment in individuals: Review and reinterpretation

Mudrack

Mason

2020

Business Ethics: A Eur Rev

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In Ethics Position Theory, relativism is the degree to which people believe that universal moral rules should not always be applied unwaveringly. Researchers often predict that highly relativistic individuals are characterized by questionable ethics given their ostensible self‐interested “anything goes” approach. Corroborating evidence for such predictions, however, remains elusive. This paper suggested that high relativists are perhaps not unethical, and reviewed four decades of relevant literature in order to clarify the meaning and implications of the relativism construct. The portrait of relativism that emerged is often contrary to prevalent expectations. Relativistic individuals seem tolerant of ambiguity, open to experience, non‐authoritarian, accepting of others with different backgrounds and lifestyles, and troubled by injustice. No persuasive evidence of questionable ethics is available. These findings have profound implications for managerial practice and suggest that highly relativistic employees may be among the most valuable. Future research grounded in an understanding of what relativism is rather than what it should be has the potential to allow a deeper understanding of this important construct to emerge. We also explore possible reasons why an inaccurate narrative about relativistic orientations may have emerged and persisted among both researchers and people generally.

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“…On the other level, a more highly visible corporate culture—with its ethical forces and attributes—epitomizes the behaviour pattern or style of an organization. The two levels are inextricably linked to each other (see also recent studies that examine the linkage between corporate culture and ethical attitudes, e.g., Holtbrügge, Baron, & Friedmann, ; Stöber, Kotzian, & Weißenberger, ).…”

Section: Introductionmentioning

confidence: 99%

Corporate culture, ethical stimulus, and managerial momentum: Theory and evidence

Smimou

2020

Business Ethics: A Eur Rev

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Research on organizational culture and ethical decision making has shown that ethical trainings predict and interact with other institutional variables to establish an ethical culture, while other studies suggest that the exposition of moral symbols leads to an increase of individuals' moral awareness. This study examines whether the relation between managerial momentum and fund performance is contingent upon ethical stimuli, team composition and interactions between them. It thus bestows insights to better inform institutional investors (including those working with mutual funds, pension funds, and insurance) about the nature and impact of ethical stimuli, when coupled with managers' momentum and team size, on the prediction of overall return of managed funds. I develop a new measure of managers' momentum termed “managerial momentum” and test our proposed theory and hypotheses using large samples of U.S. and Canadian mutual funds. The evidence reveals that there is sizeable positive effect of both corporate culture with its ethical dimensions and ethical stimulus on the fund performance. Furthermore, there is subtle evidence that both factors divulge additional information about the fund performance, but their effects are conditional on higher managerial momentum or team size, suggesting that managerial momentum alone is not sufficient. However, it is necessary to have the institutional ethical climate and/or managers' continuous ethical training to achieve viable and resilient investment opportunities tailored to the needs of different clienteles.

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Culture follows design: Code design as an antecedent of the ethical culture

Cited by 24 publications

References 63 publications

Innovative ethics officers as drivers of effective ethics programs: An empirical study in the Netherlands

Innovative ethics officers as drivers of effective ethics programs: An empirical study in the Netherlands

A relativistic approach to moral judgment in individuals: Review and reinterpretation

Corporate culture, ethical stimulus, and managerial momentum: Theory and evidence

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