The importance of ethical behavior to an organization has never been more apparent, and in recent years researchers have generated a great deal of knowledge about the management of individual ethical behavior in organizations. We review this literature and attempt to provide a coherent portrait of the current state of the field. We discuss individual, group, and organizational influences and consider gaps in current knowledge and obstacles that limit our understanding. We conclude by offering directions for future research on behavioral ethics in organizations.

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We draw from theories of institutions and collective identities to present a threefold framework of institutional change-involving institutional logics, resources, and social actors-that furthers our understanding of the mitigation of corruption. Those social actors intent on reforming corruption function as institutional entrepreneurs, and their success depends both on articulating an anticorruption institutional logic that incorporates corruption-disabling identities, cognitive schemas, and practices and on having or developing the resources necessary to propagate the new anticorruption institutional logic. We thank Sandra Robinson and three anonymous reviewers for their insightful comments.