Egoism and independence: Entrepreneurial ethics

Longenecker, Justin G.; McKinney, Joseph A.; Moore, Carlos W.

doi:10.1016/0090-2616(88)90037-x

Cited by 92 publications

(51 citation statements)

References 3 publications

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“…Betz, O'Connell and Shepard (1989) found that men were twice as likely and more willing to engage in unethical behaviour when it comes to work-related values and willingness to engage in unethical behaviour, as compared to women. Prior research by Ruegger and King (1992), Longenecker, McKinney and Moore (1989) and Weeks, Moore, McKinney and Longenecker (1999) supported that women tend to hold a stricter stance on maintaining ethical considerations than men.…”

Section: Other Variables Of the Ethical Environmentmentioning

confidence: 99%

Ethical Leadership in South Africa and Botswana

Cheteni

Shindika²

2017

BAR, Braz. Adm. Rev.

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This study was conducted to investigate the extent of ethical leadership practices in African public utilities, given the relatively high corruption reported in such institutions, with consequences of seriously constrained development of national economies and significant hindrance to good governance. Our aim was to establish potential benefits from ethical leadership in public sector agencies by analysing ethical leadership characteristics in the public sector from Botswana and South Africa. We measured ethical leadership perceptions utilizing a combination of scales in an attempt to encompass the larger breadth of ethical leadership scales found in the literature in order to determine how employees perceived their managers in terms of being moral people and moral managers. A total of 108 respondents completed questionnaires. Results indicate that there were significant differences between the perceptions of managers' moral conduct. South African leaders were perceived as relatively weaker moral managers as compared to those in Botswana.

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Section: Other Variables Of the Ethical Environmentmentioning

confidence: 99%

Ethical Leadership in South Africa and Botswana

Cheteni

Shindika²

2017

BAR, Braz. Adm. Rev.

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“…From an organizational perspective, entrepreneurship has been associated with competitive advantage , increased market share (Haber & Reichel 2005), as well as increased levels of innovation and productivity (Longenecker, McKinney, & Moore 1988). Further, elements characteristic of entrepreneurship such as innovation and growth, have been presented as pathways to product and market leadership (Porter 1980).…”

Section: E En Nt Tr Re Ep Pr Re En Ne Eu Ur Rs Sh Hi Ip P a At T M Mumentioning

confidence: 99%

Measuring the benefits of entrepreneurship at different levels of analysis

Luke

Verreynne

Kearins

2007

Journal of Management & Organization

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This paper presents a suggested framework for future research designs to examine the benefits of entrepreneurship, both non-financial and financial. Based on a review of the literature and using contextual exemplars throughout the paper with an Australia and New Zealand focus, we identify a range of benefits from entrepreneurship at the various levels of analysis (e.g. individual, organizational, national). From a non-financial perspective such benefits include independence, autonomy, competitive advantage, increased market share, employment and increased standards of living. From a financial perspective, entrepreneurships benefits include enhanced remuneration or rent from revenue, profits, cash flow, return on investment and increases in GDP – specific financial measures to be expressed in clear financial terms. The suggested framework represents both an initial step towards the measurement of entrepreneurships financial benefits and a valuable starting point for the development of a theory of the non-financial and financial benefits of entrepreneurship.

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“…This role provides people with autonomy (e.g. Akande 1994;Boyd and Gumpert 1983;Kuratko and Hodgetts 1995) that enables them to have more influence in their venture's development and, more generally, more control over their lives (Kolvereid 1996;Longenecker et al 1988). Entrepreneurs can situate their ventures in relation to other ventures (and maybe even other entrepreneurs) in a way that maximizes distinctiveness (Guth and Ginsberg 1991;Lumpkin and Dess 1996;Naman and Slevin 1993), and they can build hurdles to imitation that help uphold their own and their venture's distinctiveness (Yip 1982).…”

Section: The Identity Distinctiveness Of Entrepreneurial Individualsmentioning

confidence: 99%