Hostname: page-component-745bb68f8f-v2bm5 Total loading time: 0 Render date: 2025-01-14T19:54:02.265Z Has data issue: false hasContentIssue false
  • English
  • Français

Moving beyond compliance to conventional wisdom: How I-O professionals can promote an ethical organizational culture

Published online by Cambridge University Press:  09 May 2023

William Thai  and
Jorge Lumbreras
William Thai*
Affiliation:
Seattle Pacific University, Seattle, USA
Jorge Lumbreras
Affiliation:
Seattle Pacific University, Seattle, USA
*
*Corresponding author: Email: thaiw@spu.edu
Get access Rights & Permissions [Opens in a new window]

Abstract

An abstract is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content.
Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 16 , Issue 2 , June 2023 , pp. 170 - 173
Copyright
© The Author(s), 2023. Published by Cambridge University Press on behalf of the Society for Industrial and Organizational Psychology

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Ardichvili, A., Mitchell, J. A., & Jondle, D. (2009). Characteristics of ethical business cultures. Journal of Business Ethics, 85(4), 445–451.CrossRefGoogle Scholar
Barry, M. (2002). Why ethics & compliance programs can fail:" Set it and forget it" doesn't work with ethics programs. Journal of Business Strategy, 23(6), 37–41.CrossRefGoogle Scholar
Dolan, S. L., & Bao, Y. (2012). Sharing the culture: Embedding storytelling and ethics in the culture change management process. Journal of Management & Change, 29(1), 10–23.Google Scholar
Falkenberg, L., & Herremans, I. (1995). Ethical behaviours in organizations: Directed by the formal or informal systems?. Journal of Business Ethics, 14(2), 133–143.CrossRefGoogle Scholar
Kerns, C. D. (2003). Why good leaders do bad things: Mental gymnastics behind unethical behavior. Graziadio Business Review, 6(4), 1–10.Google Scholar
Kuenzi, M., Mayer, D. M., & Greenbaum, R. L. (2020). Creating an ethical organizational environment: The relationship between ethical leadership, ethical organizational climate, and unethical behavior. Personnel Psychology, 73(1), 43–71.CrossRefGoogle Scholar
Locke, E. A., & Latham, G. P. (2006). New directions in goal-setting theory. Current Directions in Psychological Science, 15(5), 265–268.CrossRefGoogle Scholar
Moberg, D. J. (2006). Ethics blind spots in organizations: How systematic errors in person perception undermine moral agency. Organization Studies, 27(3), 413–428.CrossRefGoogle Scholar
Ordóñez, L. D., Schweitzer, M. E., Galinsky, A. D., & Bazerman, M. H. (2009). Goals gone wild: The systematic side effects of overprescribing goal setting. Academy of Management Perspectives, 23(1), 6–16.CrossRefGoogle Scholar
Rees, M. R., Tenbrunsel, A. E., & Bazerman, M. H. (2019). Bounded ethicality and ethical fading in negotiations: Understanding unintended unethical behavior. Academy of Management Perspectives, 33(1), 26–42.CrossRefGoogle Scholar
Rozin, P., Markwith, M., & Ross, B. (1990). The sympathetic magical law of similarity, nominal realism and neglect of negatives in response to negative labels. Psychological Science, 1(6), 383–384.CrossRefGoogle Scholar
Sekerka, L. E., Comer, D. R., & Godwin, L. N. (2014). Positive organizational ethics: Cultivating and sustaining moral performance. Journal of Business Ethics, 119(4), 435–444.CrossRefGoogle Scholar
Staw, B. M., & Boettger, R. D. (1990). Task revision: A neglected form of work performance. Academy of Management Journal, 33(3), 534–559.CrossRefGoogle Scholar
Tenbrunsel, A. E., & Messick, D. M. (2004). Ethical fading: The role of self-deception in unethical behavior. Social Justice Research, 17(2), 223–236.CrossRefGoogle Scholar
Treviño, L. K., Butterfield, K. D., & McCabe, D. L. (1998). The ethical context in organizations: Influences on employee attitudes and behaviors. Business Ethics Quarterly, 8(3), 447–476.CrossRefGoogle Scholar
Treviño, L. K., Weaver, G. R., & Reynolds, S. J. (2006). Behavioral ethics in organizations: A review. Journal of Management, 32(6), 951–990.CrossRefGoogle Scholar
Watts, L. L., Lefkowitz, J., Gonzalez, M. F., & Nandi, S. (2023). How relevant is the APA ethics code to Industrial-Organizational Psychology? Applicability, Deficiencies, and Recommendations. Industrial and Organizational Psychology: Perspectives on Science and Practice, 16(2), 170–173.Google Scholar