Judgments of Marketing Professionals about Ethical Issues in Marketing Research: A Replication and Extension

Akaah, Ishmael P.; Riordan, Edward A.

doi:10.1177/002224378902600110

Cited by 126 publications

(32 citation statements)

References 12 publications

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“…Murphy et al, 1992;Weeks and Nantel, 1992), while numerous other studies (10/22) have found that there is no significant relationship between the two variables (e.g. Ford et al, 1982;Hunt et al, 1984;Chonko and Hunt, 1985;Akaah and Riordan, 1989;Callan, 1992;Allen and Davis 1993;Badaracco and Webb, 1995;Brief et al, 1996;Clark and Leonard, 1998;Farrell et al, 2002).…”

Section: Introductionmentioning

confidence: 90%

Effective Corporate Codes of Ethics: Perceptions of Code Users

2004

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The study examines employee, managerial, and ethics officer perceptions regarding their companies' codes of ethics. The study moves beyond examining the mere existence of a code of ethics to consider the role that code content and code process (i.e. creation, implementation, and administration) might play with respect to the effectiveness of codes in influencing behavior. Fifty-seven in-depth, semi-structured interviews of employees, managers, and ethics officers were conducted at four large Canadian companies. The factors viewed by respondents to be important with respect to code effectiveness include: provisions of examples; readability; tone; relevance; realism; senior management support; training; reinforcement; living up to standards; reporting requirement; anonymous phone line; communicating violations; and enforcement. The factors found to be potentially important include: justification for provisions; employee involvement; and sign-off requirements. Factors found not to be important include: objectives for the code; prior distribution; testing; and relating one's performance review to compliance with the code.

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Section: Introductionmentioning

confidence: 90%

Effective Corporate Codes of Ethics: Perceptions of Code Users

2004

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“…The overall findings have been inconclusive. For example, in a study of marketing professionals that used scenarios to measure a person's ethical score, females had higher scores for three of 11 scenarios (Akaah and Riordan, 1989). When ethical differences in the sales profession were studied, Dawson (1997) concluded that females were more likely to agree that behaviors described in 20 scenarios were unethical.…”

Section: Literature Reviewmentioning

confidence: 99%

The Relative Importance of Ethics as a Selection Criterion for Entry-Level Public Accountants: Does Gender Make a Difference?

Ibrahim

Angelidis

2008

J Bus Ethics

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“…Research suggests that the ethical behavior of a corporation's leaders, including whether actions are taken against unethical behavior, has an impact on the ethical behavior of other corporate agents (Akaah and Riordan, 1989;Baumhart, 1961;Brenner and Molander, 1977;Posner and Schmidt, 1987;Soutor et al, 1994). Potential harm to the company increases if corporate agents view their directors as acting unethically and then become more likely to act illegally or unethically.…”

Section: Acting In the Best Interests Of The Corporationmentioning

confidence: 99%

Tone at the Top: An Ethics Code for Directors?

Schwartz

Dunfee

Kline³

2005

J Bus Ethics

199

131

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Recent corporate scandals have focused the attention of a broad set of constituencies on reforming corporate governance. Boards of directors play a leading role in corporate governance and any significant reforms must encompass their role. To date, most reform proposals have targeted the legal, rather than the ethical obligations of directors. Legal reforms without proper attention to ethical obligations will likely prove ineffectual. The ethical role of directors is critical. Directors have overall responsibility for the ethics and compliance programs of the corporation. The tone at the top that they set by example and action is central to the overall ethical environment of their firms. This role is reinforced by their legal responsibilities to provide oversight of the financial performance of the firm. Underlying this analysis is the critical assumption that ethical behavior, especially on the part of corporate leaders, leads to the best longterm interests of the corporation. We describe key components of a framework for a code of ethics for corporate boards and individual directors. The proposed code framework is based on six universal core ethical values: (1) honesty; (2) integrity; (3) loyalty; (4) responsibility; (5) fairness; and (6) citizenship. The paper concludes by suggesting critical issues that need to be dealt with in firm-based codes of ethics for directors.

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Judgments of Marketing Professionals about Ethical Issues in Marketing Research: A Replication and Extension

Cited by 126 publications

References 12 publications

Effective Corporate Codes of Ethics: Perceptions of Code Users

Effective Corporate Codes of Ethics: Perceptions of Code Users

The Relative Importance of Ethics as a Selection Criterion for Entry-Level Public Accountants: Does Gender Make a Difference?

Tone at the Top: An Ethics Code for Directors?

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