The article describes a framework that identifies event, organizational, and individual factors that threaten ethical decision making in organizations facing discrete crises or in an ongoing crisis environment. Nine propositions are stated that predict threats to ethical decision making during crisis. A comparison between predictions from our model and from Jones's (1991) model is made. Suggestions for research to test and refine the framework are proposed.

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The findings on burnout that are almost universally from research in service settings are applied to an industrial setting with self-managed work teams. Researchers formulated several hypotheses on the basis of this literature. These hypotheses were then used to develop a structural (causal) model that was tested and refined using LISREL 8. Data were collected from 320 employees concerning perceptions of several job and organization conditions, as well as the three components of burnout. Results indicated that role conflict contributed to emotional exhaustion, and participation in work teams diminished it. Job ambiguity, low co-worker support, and low job ability contributed to feelings of low personal accomplishment. These results were consistent with previous findings. When insufficient time to complete a job was removed from the workload measures, workload actually diminished burnout, a finding opposite from previous research. Other organization factors had no significant impact on burnout in this setting.

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