Lying as standard operating procedure: Deception in the weapons testing process

Kaun, David E.

doi:10.1016/1053-5357(94)90001-9

Cited by 4 publications

(9 citation statements)

References 11 publications

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“…In addition, there are two lines of research that are in direct opposition to the honesty assumption: research finding that organizations encourage their employees to lie and research finding that employees lie for the good of the organization. The first stream of research finds employers advocating the manipulation of customers through dishonesty (Kaun, 1994;Takala and Urpilainen, 1999;Robertson and Rymon, 2001;Sims, 2002 satisfaction and performance. One method of convincing customers of believing something that is not necessarily true is so commonly used that it has its own, more socially acceptable, name: emotional labor (Hochschild, 1983).…”

Section: Introductionmentioning

confidence: 99%

“…Therefore, organizations have a vested interest in ensuring that they are not perceived as deceptive (Eckman, 1992;Kaun, 1994;Victor and Cullen, 1988), even if they (or their employees) are deceptive. The success of a company depends on what a company does to define and communicate its business purpose, philosophy, strategy, and objective (Leung et al, 1998) and therefore, customer perception of lies can have important consequences for organizations -decreased business and tarnished reputations, for instance.…”

Section: Introductionmentioning

confidence: 99%

“…Second, the research has not reconciled the contradictions of when organizations should promote lying and when they shouldnÕt. In some cases it seems that organizations believe they are more effective if they deceive customers (Kaun, 1994;Takala and Urpilainen, 1999;Robertson and Rymon, 2001), yet in most cases the public image they want to portray is one of honesty and integrity (Baier, 1993;Cialdini, 1996;Raelin 1984 Figure 1. Factors influencing customer perception of the company (CPC).…”

Section: Dishonesty and Deceptionmentioning

confidence: 99%

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Perceptions of Deception: Making Sense of Responses to Employee Deceit

Jehn

Scott

2007

J Bus Ethics

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ABSTRACT. In this research, we examine the effects that customer perceptions of employee deception have on the customersÕ attitudes toward an organization. Based on interview, archival, and observational data within the international airline industry, we develop a model to explain the complex effects of perceived dishonesty on observerÕs attitudes and intentions toward the airline. The data revealed three types of perceived deceit (about beliefs, intentions, and emotions) and three additional factors that influence customer intentions and attitudes: the players involved, the beneficiaries of the deceit, and the harm done by the perceived lie. We develop a model with specific propositions to guide organizations with respect to apparently deceitful behavior of their employees. Implications and directions for future research are provided, focusing on the question of whether organizations should consistently encourage honesty or train their employees to be effective liars.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Dishonesty and Deceptionmentioning

confidence: 99%

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Perceptions of Deception: Making Sense of Responses to Employee Deceit

Jehn

Scott

2007

J Bus Ethics

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“…If the latter is the case, it is important to determine how these codes consistently vary from one another (Alavi et al, 2006). Kaun (1994) found more lying about the frequency of unethical behavior in organizations with ethics codes (and little evidence of increased ethical behavior). This resulted in management having a less realistic view of the behaviors of their employees in organizations with an ethics code (Kaun, 1994;Farrell et al, 2002).…”

Section: Jices 64mentioning

confidence: 99%

Good computing: a pedagogically focused model of virtue in the practice of computing (part 2)

Huff

Barnard

Frey

2008

Journal of Information, Communication and Ethics in Society

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Purpose -The purpose of this paper is to present a four component model of ethical behavior that integrates literature in moral psychology, computing ethics, and virtue ethics as informed by research on moral exemplars in computing. This is part 2 of a two part contribution, part 1 having appeared in Vol. 6 No. 3. Design/methodology/approach -This psychologically based and philosophically informed model argues that moral action is grounded in relatively stable personality characteristics, guided by integration of morality into the self-system, shaped by the context of the surrounding moral ecology, and facilitated by morally relevant skills and knowledge. Findings -The model seeks to explain the daily successful (and unsuccessful) performance of moral action by computing professionals and to provide groundwork for a pedagogy that emphasizes ethically effective performance.Practical implications -The model has significant implications for how ethical action to computer professionals and other design professionals might be taught. It also makes recommendations about what need to be measured to construct a complete picture of sustained ethical action in a profession. Originality/value -Most accepted models of ethical behavior are unidimensional, emphasizing either principled reasoning or a simplistic model of integrity/character. This model brings together a variety of disparate literatures in the light of its emphasis on sustained moral action in the profession. It thereby provides researchers and educators with a picture of what is needed to construct a complete understanding of moral action in the profession.

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“…Instances such as these are generally against the organization's interest, but there are also instances of deceit that are aligned with the organization's interest. In some professions, deceiving customers is a skill to be learned (Eckman ; Kaun ; Zeitlin ). Many organizations encourage their employees to deceive their customers in one way or another.…”

mentioning

confidence: 99%

Lies in the Sky: Effects of Employee Dishonesty on Organizational Reputation in the Airline Industry

Jehn

Scott

2015

Business and Society Review

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Conventional wisdom suggests that dishonesty on the part of an organization's employees has a negative effect on the organization's reputation. However, many organizations condone (or even require) dishonesty under certain circumstances. In this research of 128 airline passengers, we examine situations in which employees are perceived to be dishonest within one such industry, the international airlines, and examine the impact of this dishonesty on organizational reputation and customer satisfaction. We found that the reputation of the firm was most damaged when the lie benefited the company or the employee, rather than the passenger. In addition, the view of the airline significantly decreased when the lie caused a high amount of harm (compared with a low amount) to the passenger.

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Lying as standard operating procedure: Deception in the weapons testing process

Cited by 4 publications

References 11 publications

Perceptions of Deception: Making Sense of Responses to Employee Deceit

Perceptions of Deception: Making Sense of Responses to Employee Deceit

Good computing: a pedagogically focused model of virtue in the practice of computing (part 2)

Lies in the Sky: Effects of Employee Dishonesty on Organizational Reputation in the Airline Industry

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