Access the full text.
Sign up today, get DeepDyve free for 14 days.
W. Frederick (1995)
Competing with IntegrityThe Ruffin Series in Business Ethics
R. Jackall (1989)
Moral mazes: The world of corporate managersInternational Journal of Politics, Culture, and Society, 1
P. Murphy, Jonathan Smith, J. Daley (1992)
Executive attitudes, organizational size and ethical issues: Perspectives on a service industryJournal of Business Ethics, 11
T.M Jones
Ethical decision‐making by individuals in organisations; an issue‐contingent model
Steven Bavaria (1991)
Corporate ethics should start in the boardroomBusiness Horizons, 34
C. Ferrell, L. Gresham (1985)
A Contingency Framework for Understanding Ethical Decision Making in MarketingJournal of Marketing, 49
BadHomburg ForumfürPhilosohie (1994)
Markt und Moral : die Diskussion um die Unternehmensethik
Michael Metzger, D. Dalton, J. Hill (1993)
The Organization of Ethics and the Ethics of Organizations: The Case for Expanded Organizational Ethics AuditsBusiness Ethics Quarterly, 3
D.M Driscoll, M.W Hoffman, E.S Petry
Nynex regains moral footing
K.M. Weaver, O.C Ferrell
The impact of corporate policy on reported ethical beliefs and behaviour of marketing practitioners
W. Hegarty, H. Sims (1979)
Organizational philosophy, policies, and objectives related to unethical decision behavior: A laboratory experiment.Journal of Applied Psychology, 64
M. Hyman, R. Skipper, R. Tansey (1990)
Ethical codes are not enoughBusiness Horizons, 33
L. Treviño, S. Youngblood (1990)
Bad apples in bad barrels: A causal analysis of ethical decision-making behavior.Journal of Applied Psychology, 75
S.N Brenner, E.A Molander
Is the ethics of business changing?
A Nijhof, K Srnka
Strategien zur Umsetzung verantwortlichen Verhaltens; Plädoyer für eine Verhnüpfung moralischer und ökonomischer Verantwortung
J. Feldmann, John Kelsay, H. Brown (1986)
Responsibility and moral reasoning: A study in Business EthicsJournal of Business Ethics, 5
L. Chonko, S. Hunt (1985)
Ethics and marketing management: An empirical examinationJournal of Business Research, 13
G. McDonald, P. Pak (1996)
It's all fair in love, war, and business: Cognitive philosophies in ethical decision makingJournal of Business Ethics, 15
K Homann
Marktwirtschaft und Unternehmensethik
I. Akaah, E. Riordan (1989)
Judgments of Marketing Professionals about Ethical Issues in Marketing Research: A Replication and ExtensionJournal of Marketing Research, 26
W. Weeks, J. Nantel (1992)
Corporate codes of ethics and sales force behavior: A case studyJournal of Business Ethics, 11
) , Verantwoordelijkheid en organisatie ; beschouwingen over
M.A.P Bovens
Verantwoordelijkheid en organisatie; beschouwingen over aansprakelijkheid, institutioneel burgerschap en ambtelijke ongehoorzaamheid
D. George, T. Richard (1993)
Competing with integrity in international business
O. Ferrell, L. Gresham, J. Fraedrich (1989)
A Synthesis of Ethical Decision Models for MarketingJournal of Macromarketing, 9
Bart Victor, J. Cullen (1988)
The Organizational Bases of Ethical Work ClimatesAdministrative Science Quarterly, 33
S. Hunt, L. Chonko, J. Wilcox (1984)
Ethical Problems of Marketing ResearchersJournal of Marketing Research, 21
E.W. Stead, D.L Worrell, J.G. Stead
An integrative model for understanding and managing ethical behaviour in business organisations
Peter Scott-Morgan (1994)
The Unwritten Rules of the Game: Master Them, Shatter Them, and Break Through the Barriers to Organizational Change
D. Cressey, C. Moore (1983)
Managerial Values and Corporate Codes of EthicsCalifornia Management Review, 25
S.T. Gray
Auditing your ethics
S. Hunt, Scott Vitell (1986)
A General Theory of Marketing EthicsJournal of Macromarketing, 6
R Goodell
National business ethics survey findings
R. Bartels (1967)
A Model for Ethics in MarketingJournal of Marketing, 31
L.K Trevino
Ethical decision‐making in organisations: a person‐situation interactionist model’
D. Fritzsche (1991)
A model of decision-making incorporating ethical valuesJournal of Business Ethics, 10
H. Steinmann, Albert Löhr (1996)
A Republican Concept of Corporate Ethics
A. Strudler (1997)
Managerial Choice About the Interests of Others: Psychological and Normative DimensionsInternational Journal of Value-Based Management, 10
M Bommer, C Grato, J Gravander, M Tuttle
‘A behavioural model of ethical and unethical decision‐making
Gene Laczniak, E. Inderrieden (1987)
The influence of stated organizational concern upon ethical decision makingJournal of Business Ethics, 6
O.C. Ferrell, L.B Gresham, J Fraedrich
A synthesis of ethical models for marketing
Al Chen, Roby Sawyers, Paul Williams (1997)
Reinforcing Ethical Decision Making Through Corporate CultureJournal of Business Ethics, 16
O.C. Ferrell, S.J Skinner
Ethical behaviour and bureaucratic structure in marketing research organisations
S. Weller (1988)
The effectiveness of corporate codes of ethicsJournal of Business Ethics, 7
Alan Dubinsky, B. Loken (1989)
Analyzing ethical decision making in marketingJournal of Business Research, 19
O. Ferrell, Debbie Leclair, L. Ferrell (1998)
The Federal Sentencing Guidelines for Organizations: A Framework for Ethical ComplianceJournal of Business Ethics, 17
Gerald Cavanagh, Dennis Moberg, M. Velasquez (1981)
The Ethics of Organizational PoliticsAcademy of Management Review, 6
D. Ross, James Benson (1995)
Cultural Change in Ethical Redemption: A Corporate Case StudyJournal of Business Communication, 32
J. Delaney, D. Sockell (1992)
Do company ethics training programs make a difference? An empirical analysisJournal of Business Ethics, 11
S Buchanan
Corporate ethics codes can lack punitive punch
R. George, P. French (1984)
Collective and Corporate Responsibility.Noûs, 21
This paper contributes to the study of ethics programmes by the building of a theoretical model for implementing an ethics programme and examining the application of this model to an actual implementation case study. Ethics programmes aim at stimulating ethical behaviour in the organisation and assisting employees to act in a morally responsible way. It is proposed that for an organisational ethics programme to be effective, five dominant conditions are necessary: awareness of formal organisational goals and corresponding informal norms; suitable procedures for decision making; correct distribution of resources; presence of necessary skills; and personal intentions for ethical behaviour. Following detailed discussion of each condition, and with reference to an actual case example, the conditions will be further developed and supplemented with suggested organisational activities that could be used to support these conditions.
Leadership & Organization Development Journal – Emerald Publishing
Published: Jun 1, 1999
Keywords: Case studies; Ethics,Human resource management; Moral responsibility
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.