The American marketing association code of ethics: Instructions for marketers

O’Boyle, Edward J.; Dawson, Lyndon E.

doi:10.1007/bf00871958

Cited by 38 publications

(23 citation statements)

References 12 publications

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“…In terms of practical application, a review (as of August 1, 2003) of several national directors' associations including the United States' National Association of Corporate Directors (NACD), Britain's Institute of Directors (IoD), and Canada's Institute of Corporate Directors (ICD), did not find any offering training that specifically addressed the ethical as opposed to legal obligations of directors. These findings might appear surprising given the extensive literature discussing the ethical obligations of other non-professional groups including: marketing managers (O'Boyle and Dawson, 1992); public relations managers (Bivins, 1993;Pratt, 1991Pratt, , 1994; project managers (Nixon, 1987); scientists (Rapoport, 1989;Schinin, 1989); bank managers (Rideout, 1989); real estate agents (Allmon, 1990); property managers (Sharplin et al, 1992); purchasing professionals (Forker, 1990); property/liability underwriters (Cooper and Frank, 1990); financial managers (Ang, 1993;Freeman et al, 1992;Nemes, 1992); and computer professionals (Oz, 1993).…”

mentioning

confidence: 61%

Tone at the Top: An Ethics Code for Directors?

Schwartz

Dunfee

Kline³

2005

J Bus Ethics

198

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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mentioning

confidence: 61%

Tone at the Top: An Ethics Code for Directors?

Schwartz

Dunfee

Kline³

2005

J Bus Ethics

198

131

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“…Deontology refers to the evaluation of the inherent good or bad of the action itself, rather than the value or consequences it brings (Clark and Dawson, 1996), constituting the judgment that one's behavior is right or obligatory. Conversely, teleology evaluates the consequences of human behavior and assesses the value of meeting personal interests or social/economic obligations (O'Boyle and Dawson, 1992). The function of teleology is concerned with that ethical good or right is also necessary for the self (Bergman, 2004).…”

Section: Organizational Ethical Climate and Knowledge Managementmentioning

confidence: 99%

Exploring the Influence of Organizational Ethical Climate on Knowledge Management

2011

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“…Whether by formal design or informal methods, a firm's ethical climate is a socializing mechanism that instills employees with its mores and values (Ferrell and Gresham, 1985;Kelley and Elm, 2003). The resulting practices seek conformity among agents in exchange for meeting their social, financial, and other personal needs (O'Boyle and Dawson, 1992). Continued reinforcement of these norms occurs through explicit and implicit outcome expectancies that the company conveys to its members (Wright, 1995).…”

Section: Morality Marketing and Business Ethicsmentioning

confidence: 99%

“…Marketing Association posits a middle ground, defining such relations through the principle of equivalence and its two-part set of obligations for both sellers and buyers (O'Boyle and Dawson, 1992). These responsibilities require that exchange partners trade items of equal value that impose burdens of equal cost.…”

Section: Alison Watkins and Ronald Paul Hillmentioning

confidence: 99%

‘The Impact of Personal and Organizational Moral Philosophies on Marketing Exchange Relationships: A Simulation Using the Prisoner’s Dilemma Game’

Watkins

Hill

2005

J Bus Ethics

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The purpose of this research is to examine the impact of individual and firm moral philosophies on marketing exchange relationships. Personal moral philosophies range from the extreme forms of true altruists and true egoists, along with three hybrids that represent middle ground (i.e., realistic altruists, tit-for-tats, and realistic egoists). Organizational postures are defined as Ethical Paradigm, Unethical Paradigm, and Neutral Paradigm, which result in changes to personal moral philosophies and company and industry performance. The study context is a simulation of an exchange environment using a variation of the prisoners' dilemma game. A literature review is provided in the opening section, followed by details on the simulation, discussion of the results, and the implications for theory and practice.KEY WORDS: moral philosophies, marketing exchange relationships, prisoner's dilemma game.Since it is uppermost in the minds of businesspeople to survive and preferably survive well, will not moral business activity put businesspeople at a competitive disadvantage?

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The American marketing association code of ethics: Instructions for marketers

Cited by 38 publications

References 12 publications

Tone at the Top: An Ethics Code for Directors?

Tone at the Top: An Ethics Code for Directors?

Exploring the Influence of Organizational Ethical Climate on Knowledge Management

‘The Impact of Personal and Organizational Moral Philosophies on Marketing Exchange Relationships: A Simulation Using the Prisoner’s Dilemma Game’

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