Assessing Ethical Organizational Culture

Abstract

An important element in discussions of organizational ethicality is the diagnosis of organizational culture. Kaptein developed the Corporate Ethical Virtues Model Scale (CEVMS) to facilitate this task. We build on this work by developing a short form of Kaptein's scale, the CEVMS-Short Form (CEVMS-SF). In a series of studies, using three independent samples, we (a) developed the CEVMS-SF (Study 1, n = 274), (b) tested the psychometric properties of the short form (Study 2, n = 417), and (c) found validity evidence (Study 3, n = 204) for the measure. The primary implication of this research is that the CEVMS-SF can be combined with existing scales allowing diagnosticians to conduct more comprehensive diagnoses by including ethical culture. We also explain how the CEVMS-SF is applicable in the action research process when conducting a diagnosis or evaluating change interventions during the transformation of an unethical organizational culture to an ethical one.

Exploring Ethical Organizational Culture: Validation of Measurement Instrument in Lithuania

“…A newer study by DeBode et al (2013) which provides a more refined and a shorter version of the CEV should also be reflected in the context of the obtained results.…”

The Interpersonal Pollution and its Effect on Group Members’ Well-Being, and on Culture of Unity in Organizational Context

“…Recently, Grijalva and Harms (2014) found that the ethical climate of an organization has an effect on a narcissistic leader's behaviour. However, we should note that this approach has not been without critics (Brown, Treviño, 2006;Kaptein, 2008;2011;Debode et al, 2013).…”

“…(see Casey, Davidson, Schwartz, 2001;Key, 1999;Ford, Richardson, 1994;Fritzsche, 1991;Sims, Brinkmann, 2003). Ethical organizaBrought to you by | MIT Libraries Authenticated Download Date | 5/12/18 9:23 AM tional culture here can represent various formal and informal systems of behavioral control, or at least of infl uence, that are capable of promoting either ethical or unethical behavior (Brown, Treviño, 2006;Debode et al, 2013;Kaptein, 2008;2011;Treviño. Youngblood, 1990;Treviño et al, 1998).…”

“…These may include policies (e.g., codes of ethics), leadership, authority structures, reward systems, training programs and peer behavior and the implementation of certain ethical norms. Some measure ethical organizational culture using a unidimensional questionnaire (ex Treviño et al, 1998) whereas others assess it using a multiple dimensions questionnaire (ex Debode et al, 2013;Kaptein, 2008;2011). The literature also provides evidence that an ethical organizational culture can positively infl uence several employee attitudes, behaviours and even their health (Debode et al, 2013;ERC, 2010;Huhtala et al, 2011;Kaptein, 2011;Treviño et al, 1998) organizational effectiveness (Kish-Gephart et al, 2010; and even ethical leadership (Toor, Ofori, 2009;Schaubroeck et al, 2012).…”

The shortened Corporate Ethical Virtues scale: Measurement invariance and mean differences across two occupational groups

“…Thus, the model takes a step forward from the gaps in previous research, and it has both practical and theoretical advantages due to its normativity and multidimensionality. DeBode, Armenakis, Feild, and Walker () developed a shortened 32‐item version of the original, 58‐item CEV scale, as the original one can be laborious for respondents to complete and unappealing for researchers to use as part of a longer questionnaire. Both increase the likelihood of attrition, which leads to problems of achieving sufficient response rates and thus to less reliable and less comprehensive results.…”