As corporate scandals proliferate, practitioners and researchers alike need a cumulative, quantitative understanding of the antecedents associated with unethical decisions in organizations. In this meta-analysis, the authors draw from over 30 years of research and multiple literatures to examine individual ("bad apple"), moral issue ("bad case"), and organizational environment ("bad barrel") antecedents of unethical choice. Findings provide empirical support for several foundational theories and paint a clearer picture of relationships characterized by mixed results. Structural equation modeling revealed the complexity (multidetermined nature) of unethical choice, as well as a need for research that simultaneously examines different sets of antecedents. Moderator analyses unexpectedly uncovered better prediction of unethical behavior than of intention for several variables. This suggests a need to more strongly consider a new "ethical impulse" perspective in addition to the traditional "ethical calculus" perspective. Results serve as a data-based foundation and guide for future theoretical and empirical development in the domain of behavioral ethics.

This review spotlights research related to ethical and unethical behavior in organizations. It builds on previous reviews and meta-analyses of the literature on (un)ethical behavior in organizations and discusses recent advances in the field. The review emphasizes how this research speaks to the influence of the organizational context on (un)ethical behavior, proceeding from a more macro to a more micro view on (un)ethical behavior and covering ethical infrastructures, interpersonal influences, individual differences, and cognitive and affective processes. The conclusion highlights opportunities for future research.

No abstract

Social class is increasingly recognized as a powerful force in people's lives. Yet, despite the long and extensive stream of research on the upper echelons of organizations, we know little about how executives' formative childhood experiences with social class influence strategic choices. In this study, we investigate the influence of CEO social class origins on firm risk taking. We also explore the moderating influences of other important career experiences, including elite education and diverse functional background. Our theory and findings highlight that one's social class origins have a lasting and varying impact on individual preferences, affecting executives' tendency to take risks. By examining this novel managerial characteristic, we offer important implications for social class and upper echelons theorizing. ABSTRACTSocial class is increasingly recognized as a powerful force in people's lives. Yet, despite the long and extensive stream of research on the upper echelons of organizations, we know little about how executives' formative childhood experiences with social class influence strategic choices. In this study, we investigate the influence of CEO social class origins on firm risk taking. We also explore the moderating influences of other important career experiences, including elite education and diverse functional background. Our theory and findings highlight that one's social class origins have a lasting and varying impact on individual preferences, affecting executives' tendency to take risks. By examining this novel managerial characteristic, we offer important implications for social class and upper echelons theorizing.

No abstract