Developing Hypernorms for Corporate Codes of Ethics

Herold, Timo; Stehr, Christopher

doi:10.20460/jgsm.2010415843

Cited by 2 publications

(1 citation statement)

References 18 publications

(21 reference statements)

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“…(Popescu, 2001) [4] The code of conduct also functions as an additional set of control indicators on suppliers (Rob and Ans-Kokl, 2001) [5] Codes can create strategic documents in organizations for moderating employee behavior and reducing unethical actions. (Stevens, 2009) [6] The prevalent of codes should continue to increase the government (Schwartz, 2002) [7] Code of ethic is a part of the corporate culture (Herold and Stehr, 2010) [8].…”

Section: Introductionmentioning

confidence: 99%

Capacities of Agents of Change in Promoting SATRIYA Codes of Conduct in Yogyakarta Special Region Government

Sulistiyani¹,

Krisnajaya²,

Sunartiningsih³

et al. 2017

Proceedings of the International Conference on Ethics in Governance (ICONEG 2016)

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Abstract-Institutionalization of SATRIYA codes of conduct has been an integral part of Yogyakarta Special Region government's efforts to improve their capacities in delivering public services. SATRIYA is now a subject of massive and intensive socialization and internalization carried out by the Bureau of Organization which covers almost all levels of government units. However, the institutionalization of SATRIYA has not been a satisfaction. Therefore, in 2014 the government formed a group of agents of change which consisted of selected civil servants from all units of government. The forming of the group has been a strategic step promoting SATRIYA codes of conduct in the whole Yogyakarta Special Region government. The Group's job is to put SATRIYA principles into action plans consisting task breakdown structures and a list of activities representing all principles of SATRIYA. All civil servants in Yogyakarta Special Region government are expected to comply with the action plans as a set of what-to-do guidance. The most challenging task of the Group is to facilitate civil servants to orientate their actions to SATRIYA principles. One of the Group's critical success measures is the capacity to develop a conducive-workplace environment for SATRIYA principles to be put into practice accordingly. Therefore, the action plans produced by the Group should provide effective role model, slogans and symbols to promote SATRIYA as a common set of normative standards and value patterns in Yogyakarta Special Region government.

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Section: Introductionmentioning

confidence: 99%