The Effect of Context on Moral Intensity of Ethical Issues: Revising Jones's Issue-Contingent Model

Kelley, Patricia; Elm, Dawn R.

doi:10.1023/b:busi.0000004594.61954.73

Cited by 75 publications

(88 citation statements)

References 26 publications

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“…In considering both of their ethical beliefs and their actions, it finds out that bankers are willing to act not according to the codes of ethics but according to their own descriptive of these codes. These results are similar to what has been found by Kelly (2003) about the way individuals who view themselves as fractionally moral exempt themselves from the moral standards to which they suppose to hold.…”

Section: Discussionsupporting

confidence: 88%

Bankers’ Personal Moral Thought Evidence

Kadomi¹,

Jaara²

2013

IJBM

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Many researchers claim that moral judgment is closely tied to the general moral principles, Graham, Sherman, et al. (2011), which are accused by being selectively used by workers of dissimilar general moral principles, Skitka, (2010). It is happening when they appealing to subjective preferences, dealing with moral claims seem to lack an obvious set of objective criteria or with a tricky problem domains. However, it also because individuals are vary in moral identity -that is, how much morally-relevant concerns define one's self-concept, Aquino & Freeman (2009).Workers general moral principles may guide judgment across a wide variety of situations, serve as a first step toward drawing a specific conclusion. In this paper, bankers respondents were presented with variations on a traditional moral scenario that asked whether it was permissible to achieve a selected banking issues that have no place in their banks codes of ethic. Workers moral judgment relies upon a suitable set of moral principles from which a particular judgments need to exist, Dancy (2004). A problem arises when respondents show different moral principles.The main objective of this paper is to investigate the type of morality bankers practice at workplace when they participate in achieving the common goals and objectives of their organization. The existence of workers with different moral principles could be counterproductive for banking management. The better understanding of these differences enabling to narrow its negative impact, and ensure integrity of ethical behavior to function effectively. The data were obtained from a distributed questionnaire to randomly chosen banks in Jordan. The results generally indicated that banking professionals are different in their moral philosophies. Some important managerial implications based on these findings were discussed.

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Section: Discussionsupporting

confidence: 88%

Bankers’ Personal Moral Thought Evidence

Kadomi¹,

Jaara²

2013

IJBM

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“…The influence of organization factors such as size, climate and other factors on the moral context appear in Trevino (1986), Kelley and Elm (2003), and others. However, these interesting issues lie outside the scope of this research.…”

Section: Research On Ethical Decision Makingmentioning

confidence: 99%

Using the Analytical Hierarchy Process (AHP) to Construct a Measure of the Magnitude of Consequences Component of Moral Intensity

Stein

Ahmad

2009

J Bus Ethics

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“…Contextual factors seem to have great impact on behavior followed by a recognized dilemma (cf. Kelley & Elm, 2003).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…Research into moral intensity, e.g. how intense a moral issue is considered to be, indicates that contextual variables are important (Kelley & Elm, 2003). For example, illegal tax evasion is perhaps not considered with the same intensity if one compared parts of the restaurant industry with banking or insurance, for instance.…”

Section: Perceiving Ethics In Organizationsmentioning

confidence: 99%

“I hope it won’t happen to me!” Hospitality and tourism students’ fear of difficult moral situations as managers

Marnburg

2006

Tourism Management

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Marnburg, E. (2006)' AbstractIn order to organize ethical education for future managers in the hospitality and tourism industry, an interesting study is to look into how students conceptualize the moral ordeals they think they will meet in their future management positions. Hospitality and Tourism students at the Norwegian School of Hotel Management, Stavanger University, were given a group assignment to write stories (narratives) about managers who were confronted with ethical dilemmas-a situation they could face as future managers.In order to make an explorative study of the narratives, an analytical categorization model based on former research in business ethics was constructed. This model focuses on what types of ethical dilemmas are described, who is involved in the situation, situational factors, individual attributes, and who is to blame for the dilemma appearance. Most of the dilemmas described in the histories were general business ethical issues and the students focused mainly on problems between superiors and subordinates within the organizations. The analyses revealed that the students have a sound conception of how moral dilemmas were elicited and of social reactions within the organization. The students also showed a high degree of selfinsight and were generally skeptical of top management's decisions or lack thereof. However, the analyses also revealed that the students' implicit theories about management included harsh expectations from the organizations and that individualistic and lone managers had to bear all the problems on their shoulders. Possible implications of the findings are discussed in relation to professional practice, education and future research.

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The Effect of Context on Moral Intensity of Ethical Issues: Revising Jones's Issue-Contingent Model

Cited by 75 publications

References 26 publications

Bankers’ Personal Moral Thought Evidence

Bankers’ Personal Moral Thought Evidence

Using the Analytical Hierarchy Process (AHP) to Construct a Measure of the Magnitude of Consequences Component of Moral Intensity

“I hope it won’t happen to me!” Hospitality and tourism students’ fear of difficult moral situations as managers

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