Moral Awareness in Business Organizations: Influences of Issue-Related and Social Context Factors

Butterfield, Kenneth D.; Treviño, Linda Klebe; Weaver, Gary R.

doi:10.1177/0018726700537004

Cited by 415 publications

(303 citation statements)

References 32 publications

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“…Social consensus works in a similar way: it provides social proof that the moral issue is salient and, thereby, triggers recognition and judgment of that moral issue. Research has shown social consensus to impact moral awareness (Butterfield, Trevino, & Weaver, 2000;Singhapakdi et al, 1996) and moral judgment (May & Pauli, 2002). Likewise, we expect perceptions of social consensus to impact how strongly job applicants recognize and judge the morality of a HR request for social media login information.…”

Section: H3mentioning

confidence: 99%

Integrating the Expanded Task-technology Fit Theory and the Technology Acceptance Model: A Multi-wave Empirical Analysis

Drake¹,

Hall²,

Becton³

et al. 2023

THCI

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Abstract:For human resource (HR) departments, screening job applicants is an integral role in acquiring talent. Many HR departments have begun to turn to social networks to better understand job candidates' character. Using social networks as a screening tool might provide insights not readily available from resumes or initial interviews. However, requiring access to an applicants' social networks and the private activities occurring therein-a practice currently legal in 29 U.S. states (Deschenaux, 2015)-could induce strong moral reactions from the job candidates because of a perceived loss of information privacy. Subsequently, such disclosure requests could induce job candidates to respond in a multitude of ways to protect their privacy. Given that an estimated 2.55 billion individuals will use social media worldwide by 2017 (eMarketer, 2013), the repercussions from requests for access social media environments have potentially far-reaching effects. In this research, we examine how one such disclosure request impacted six information privacy protective responses (IPPRs) (Son & Kim, 2008) based on the job candidates' perceived moral judgment and the perceived moral intensity of the HR disclosure request. These responses occurred when we asked respondents to provide personal login information during a hypothetical interview. By modeling data derived from a sample of 250 participants in PLS-SEM, we found that the five IPPRs (i.e., refusal, negative word of mouth, complaining to friends, complaining to the company, and complaining to third parties) were all significant responses when one judged the request to be immoral and perceived the moral intensity concept of immediate harm. The amount of variance explained by these five IPPRs ranged from 17.7 percent to 38.7 percent, which indicates a solid initial foundation from which future research can expand on this HR issue. Implications for academia and practice are discussed.

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Section: H3mentioning

confidence: 99%

Integrating the Expanded Task-technology Fit Theory and the Technology Acceptance Model: A Multi-wave Empirical Analysis

Drake¹,

Hall²,

Becton³

et al. 2023

THCI

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“…Jones' (1991) framework of moral intensity may thus be applicable. Jones describes how moral dilemmas that have a greater potential magnitude of consequences, and higher probability of occurring, amongst other factors, are considered more morally intense, subsequently influencing patterns of cognition and increasing attention toward moral issues; thereby influencing leadership processes in unique ways (Butterfield, Treviño, & Weaver, 2000;Ferrell & Gresham, 1985;Hunt & Vitell, 1986).…”

Section: Magnitude and Probability Of Consequencesmentioning

confidence: 99%

A framework for examining leadership in extreme contexts

Hannah

Uhl‐Bien

Avolio

et al. 2009

The Leadership Quarterly

506

531

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a r t i c l e i n f o a b s t r a c tIn this review, we develop a framework to guide future research and to examine the execution of leadership in extreme contexts. We start by defining and distinguishing extreme contexts from crisis and other contexts. A five component typology is developed comprised of magnitude of consequences, form of threat, probability of consequences, location in time and physical or psychological-social proximity. We discuss the unique influences these components have on leadership processes in extreme contexts examining the relevance of organization types such as critical action and high reliability organizations. Further, we present a set of factors that may attenuate or intensify the dimensions comprising an extreme context, thus influencing either a team or organization's ability for adaptive leadership response. Ultimately this framework seeks to develop a richer understanding of extreme contexts to advance the future development of contextualized theories of leadership for extreme contexts.Published by Elsevier Inc.

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“…It is not only the number of moral issues that creates room for moral entrepreneurship but also their urgency. The urgency of an issue is its magnitude in terms of potential harm and its proximity in time and space (Butterfield et al 2000). The more urgent an issue, the more morality or an appropriate normative response is required (cf.…”

Section: Opportunity For Moral Entrepreneurship: Moral Issues and Mormentioning

confidence: 99%

The Moral Entrepreneur: A New Component of Ethical Leadership

Kaptein

2017

J Bus Ethics

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Moral Awareness in Business Organizations: Influences of Issue-Related and Social Context Factors

Cited by 415 publications

References 32 publications

Integrating the Expanded Task-technology Fit Theory and the Technology Acceptance Model: A Multi-wave Empirical Analysis

Integrating the Expanded Task-technology Fit Theory and the Technology Acceptance Model: A Multi-wave Empirical Analysis

A framework for examining leadership in extreme contexts

The Moral Entrepreneur: A New Component of Ethical Leadership

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