Providing a Rationale for Ethical Conduct From Alternatives Taken in Ethical Dilemmas

Moral courage in the workplace: moving to and from the desire and decision to act

“…Family and peer influence, religious values and personal needs help shape each person and can contribute to how they will act when faced with an ethical challenge in the workplace (Barry 1985). Indeed, research shows that personal values influence moral behaviour (Gautschi 1977, DiBattista 1989). For example, individual difference variables, such as economic value orientation and Machiavellianism, can be positively related to unethical behaviour (Hegarty & Sim 1979).…”

The Effect of Implicit Moral Attitudes on Managerial Decision-Making: An Implicit Social Cognition Approach

“…The process of teleological evaluation also focusses on components such as the desirability or undesirability and probability of consequences, importance of stakeholders, as well as informationprocessing rules (such as a lexicographic process). Ethical decision-making processes in management contexts often do contain steps such as considering different options with extended ethical and economical outcomes, weighting decision-making criteria and evaluating and selecting options (Carroll and Buchholtz, 2003;DiBattista, 1989;Petrick et al, 1991). This kind of decision-making process has much more in common with deliberative rather than spontaneous behaviour.…”