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Ethical decision making in organizations: a person-situation interactionist model

Ethical decision making in organizations: a person-situation interactionist model,L. K. Trevino

Ethical decision making in organizations: a person-situation interactionist model   (Citations: 728)
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Published in 1986.
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    • ...We will look here at the understanding of an ethical culture as proposed first by Trevino and colleagues (Trevino 1986; Trevino et al. 1998) and later expanded by Kaptein (2008)...
    • ...The research stream that focused on the concept of ethical culture in organizations was brought forward by Trevino et al. (Trevino 1986; Trevino et al. 1998)...

    Christian Voegtlinet al. Responsible Leadership in Global Business: A New Approach to Leadershi...

    • ...This view focuses on psychological principles that govern motives of individuals’ unethical decision behavior in organizations (Hegarty and Sims, 1978; Trevino 1986; Laczniak and Inderrieden 1987)...

    David Jancsicset al. Corrupt Governmental Networks

    • ...For example, Trevino (1986) reported a negative association between moral development and cheating...

    Richard A. Bernardiet al. Challenges to Academic Integrity: Identifying the Factors Associated W...

    • ...Based on Rest's (1986) framework, which views moral decision making as a procedure of four steps (identifying the moral nature of an issue, making a moral judgment, establishing moral intent, and engaging in moral action), researchers have proposed a number of conceptual models (eg, Brass, Butterfield, & Skaggs, 1998; Ferrell, Gresham, & Fraedrich, 1989; Jones, 1991; Trevino, 1986) and tested a wide variety of constructs that influence this four-step process, including individual factors such as gender and cognitive moral development (eg, Bass, Barnett, & Brown, 1999; Cohen, Pant, & Sharp, 2001), organizational factors such as codes of ethics and ethical climate/culture (eg, Snell & Herndon, 2004; Trevino, Butterfield, & McCabe, 1998), and moral intensity factors such as magnitude of consequences and social consensus (eg, Jones, 1991; Singhapakdi, Vitell, & Franke, 1999)...

    Guijun Zhuanget al. The Impact of Buyers on Salespersons’ Ethical Judgment and Behavioral ...

    • ...As ethical dilemmas are seen as ambiguous situations, ethical leaders may have more influence on followers in such a situation (Treviño, 1986)...

    Karianne Kalshovenet al. Ethical leadership and followers' helping and initiative: The role of ...

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