A cross‐cultural study of the antecedents of the perceived role of ethics and social responsibility

Vitell, Scott J.; Paolillo, Joseph G. P.

doi:10.1111/j.1467-8608.2004.00362.x

Cited by 104 publications

(109 citation statements)

References 47 publications

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“…Original PRESOR research [75] featured three factors containing 13 indicators, but subsequent studies [74,82] report two factors present with differences in the number of indicators for the same factor. On the other hand, company-PRESOR [74] featured only one factor.…”

Section: Employee's Perception Of Ethics and Social Responsibilitymentioning

confidence: 99%

“…Except for indicator 3 (communality: 0.165), indicators 1, 4, 6, 7, 9, 10, 11, 12, and 15 were loaded on the first factor, and reverse indicators 2, 5, 8, 13, 14, and 16 were loaded on the second factor. The first factor was named "Long-Term, Top Priority" (Top Priority, hereafter), and the second factor, "prima facie Duty" (Duty, hereafter) [82].…”

Section: Employee's Perception Of Ethics and Social Responsibilitymentioning

confidence: 99%

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Effects of CEOs’ Negative Traits on Corporate Social Responsibility

2017

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Abstract:The dark triad, composed of Machiavellianism, psychopathy and narcissism, refers to negative personality traits, which may influence business processes. While negative traits could be an important factor explaining the relationship between a CEO's immoral and unethical behavior and corporate social responsibility (CSR), there has been minimal research focusing on this relationship. This paper thus attempts to investigate how a CEO exhibiting these negative traits affects CSR, and if an employee's perception of ethics and social responsibility would mediate the relationship. In addition, this paper considers the moderating effects of an individual performance-based compensation system (IPBCS) between employee's CSR perception and CSR activities. The data are collected through a survey conducted on 165 employees (companies) in twelve industries. The regression result indicates an inverse relationship between the negative traits of a CEO and an employee's perception of ethics and social responsibility and CSR activities, and the mediating effect of the perception in the relationship between the negative traits and CSR activities. It also indicates that an IPBCS moderates the relationship between CSR perception and activities. Implications for the study, future research directions, and management approach are discussed.

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Section: Employee's Perception Of Ethics and Social Responsibilitymentioning

confidence: 99%

Section: Employee's Perception Of Ethics and Social Responsibilitymentioning

confidence: 99%

Effects of CEOs’ Negative Traits on Corporate Social Responsibility

2017

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“…A previous study (Vitell and Paolillo, 2004) investigated the role of the perceived importance of ethics and social responsibility in the organizational decisionmaking process. Vitell et al (2003) examined the effect of antecedent variables (e.g., power distance, uncertainty avoidance, individualism, masculinity, and Confucian dynamism, corporate ethical values, and enforcement of an ethical code) on an individual marketer's perceptions of the importance of ethics and social responsibility to the long-term success of the organization.…”

Section: K Gregory Jin Et Almentioning

confidence: 99%

Information Technology Professionals’ Perceived Organizational Values and Managerial Ethics: An Empirical Study

2006

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ABSTRACT. This paper summarizes the results of an analysis of empirical data on ethical attitudes of professionals and managers in relation to organizational core values in the Information Technology (IT) industry. This study investigates the association between key organizational values as independent variables and the ethical attitudes of IT managers as dependent variables. The study also delves into differences among IT nonmanagerial professionals, mid-level managers, and upperlevel managers in their ethical attitudes and perceptions. Research results indicated that IT professionals from mechanistic organizations were much more likely to report -compared to those from organic organizationsthat managers in their corporate environment engage in behaviors considered unethical and that successful managers were more unethical relative to unsuccessful managers. There were significant differences between the upper-level managers and the mid-level managers and between the mid-level managers and the IT nonmanagerial professionals on certain key ethical issues. This paper discusses the conceptual framework, hypotheses, research methodology, data analysis, implications of the findings, and suggested areas of further research.

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“…A consistent theme is the existence of a linear correlation between the adopted managerial values and attitudes and firm-level CSR outcomes. For example, Williams and Aguilera's (2007) thorough review of cross-cultural studies of managerial values and attitudes toward CSR shows that managers act differently and adopt various values and attitudes toward CSR for a number of reasons, namely, the national cultural norms of work (Hofstede 2001;Schwartz 1994;Triandis 1995), organisational culture (O'Reilly andChatman 1996;Schein 1992;Vitell and Paolillo 2004), and profession (Sirmon and Lane 2004). One important conclusion of Williams and Aguilera's review (2007, pp.…”

Section: Managing Csr Practices: the Role Of Management In The Realizmentioning

confidence: 99%

Managerial Mindsets Toward Corporate Social Responsibility: The Case of Auto Industry in Iran

et al. 2014

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Despite a plethora of empirical evidence on the potential role of senior management in the success of corporate social responsibility (CSR) in Western-dominated organizational contexts, little attempt has been made to document the various managerial mindsets toward CSR in organizations in Muslim-dominated countries in the Middle East region. To address this existing lacuna of theoretical and empirical research in CSR management, this paper offers a qualitative case study of CSR in three manufacturing firms operating in Iran's auto industry. Based on an inductive analysis of the qualitative data, three types of managerial mindset toward CSR are identified: conformist, self-seeker, and satisfier. While it is evident that these different mindsets of Iranian managers seek to serve managerial ends and short-term self-interests, they fall short of core values of Islamic ethics and CSR.

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A cross‐cultural study of the antecedents of the perceived role of ethics and social responsibility

Cited by 104 publications

References 47 publications

Effects of CEOs’ Negative Traits on Corporate Social Responsibility

Effects of CEOs’ Negative Traits on Corporate Social Responsibility

Information Technology Professionals’ Perceived Organizational Values and Managerial Ethics: An Empirical Study

Managerial Mindsets Toward Corporate Social Responsibility: The Case of Auto Industry in Iran

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