Lack of sleep and unethical conduct

Barnes, Christopher M.; Schaubroeck, John; Huth, Megan; Ghumman, Sonia

doi:10.1016/j.obhdp.2011.01.009

Cited by 362 publications

(362 citation statements)

References 67 publications

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“…Muraven et al 2006;Tyler and Burns 2008). Barnes et al (2011) also found that unethical behavior can (in part) be related to lack of sleep, which corresponds with the findings of Christian and Ellis (2011) that theft and interpersonal deviance can be associated with sleep deprivation. Hence, the better an organization is at providing managers and employees the resources they need to struggle, the better the employees are able to struggle.…”

Section: Organizational Combativenesssupporting

confidence: 83%

The Battle for Business Ethics: A Struggle Theory

Kaptein

2015

J Bus Ethics

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To be and to remain ethical requires struggle from organizations. Struggling is necessary due to the pressures and temptations management and employees encounter in and around organizations. As the relevance of struggle for business ethics has not yet been analyzed systematically in the scientific literature, this paper develops a theory of struggle that elaborates on the meaning and dimensions of struggle in organizations, why and when it is needed, and what its antecedents and consequences are. An important conclusion is that the greater the ethics gap and opposing forces, the greater the struggle required. Viewing business ethics as struggle has several implications for theory and practice.

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Section: Organizational Combativenesssupporting

confidence: 83%

The Battle for Business Ethics: A Struggle Theory

Kaptein

2015

J Bus Ethics

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“…For example, we have evidence that sleep deprivation leads individuals to behave unethically. Barnes et al (2011) found that sleep quantity and quality are positively associated with self-control and negatively correlated with unethical behavior.…”

Section: Physiological Factorsmentioning

confidence: 96%

“…Sleep deprivation has been linked to increased student cheating (Barnes et al, 2011), as well as employee cyberloafing (Wagner et al, 2012). Additionally, there is considerable neuroscience evidence of the effect of lack of sleep on cognitive functioning (Lim and Dinges, 2010).…”

Section: Physiological Factorsmentioning

confidence: 99%

Business Ethics: The Promise of Neuroscience

2016

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Recent advances in cognitive neuroscience research portend well for furthering understanding of many of the fundamental questions in the field of business ethics, both normative and empirical. This article provides an overview of neuroscience methodology and brain structures, and explores the areas in which neuroscience research has contributed findings of value to business ethics, as well as suggesting areas for future research. Neuroscience research is especially capable of providing insight into individual reactions to ethical issues, while also raising challenging normative questions about the nature of moral responsibility, autonomy, intent, and free will. This article also provides a brief summary of the papers included in this special issue, attesting to the richness of scholarly inquiry linking neuroscience and business ethics. We conclude that neuroscience offers considerable promise to the field of business ethics, but we caution against overpromise.

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“…The present results suggest that when employees take a reactive approach to reputational concerns (e.g., while cognitively depleted), feeling moral may not be effective in promoting prosocial behavior. Importantly, various causes of cognitive depletion are omnipresent in organizations, such as decision-making (Vohs et al, 2008) and lack of sleep (Barnes, Schaubroeck, Huth, & Ghumman, 2011). It is thus important to make employees aware of this potential subversion.…”

Section: Theoretical and Practical Implicationsmentioning

confidence: 99%

“…It is interesting to note that studies have shown that cognitive depletion in a work context can result in more deviant behaviors among employees (e.g., Barnes et al, 2011). Furthermore, research also clearly indicates that people's salient self-concept regarding their morality influences their behavior in organizational contexts (see Shao, Aquino, & Freeman, 2008 for an overview).…”

Section: Strengths Limitations and Suggestions For Future Researchmentioning

confidence: 99%

Feel Good, Do-Good!? On Consistency and Compensation in Moral Self-Regulation

et al. 2013

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Studies in the behavioral ethics and moral psychology traditions have begun to reveal the important roles of self-related processes that underlie moral behavior. Unfortunately, this research has resulted in two distinct and opposing streams of findings that are usually referred to as moral consistency and moral compensation. Moral consistency research shows that a salient self-concept as a moral person promotes moral behavior. Conversely, moral compensation research reveals that a salient self-concept as an immoral person promotes moral behavior. The present study's aim was to integrate these two literatures. We argued that compensation forms a reactive, "damage control" response in social situations, whereas consistency derives from a more proactive approach to reputation building and maintenance.Two experiments supported this prediction in showing that cognitive depletion (i.e., resulting in a reactive approach) results in moral compensation whereas consistency results when cognitive resources are available (i.e., resulting in a proactive approach). Experiment 2 revealed that these processes originate from reputational (rather than moral) considerations by showing that they emerge only under conditions of accountability. It can thus be concluded that reputational concerns are important for both moral compensation and moral consistency processes, and that which of these two prevails depends on the perspective that people take: a reactive or a proactive approach.Keywords: Accountability; Moral compensation; Moral consistency; Moral licensing; Moral self-regulation; Prosocial Behavior Moral Self-Regulation, Consistency, and Compensation 3 Feel Good, Do-Good!? On Consistency and Compensation in Moral Self-Regulation Every day we encounter numerous work situations in which we have to decide between right and wrong. In the morning, when choosing a new supplier, a warehouse manager may decide to choose for the more expensive one that is guaranteed sweatshop free or she may go for the cheapest offer. In the afternoon, she may decide (somewhat more trivially) to put in some overtime to finish an important deadline or to enjoy a drink on a sunny terrace. Recently, researchers who are interested in behavioral ethics and moral psychology have started to study these moment-to-moment balancing acts between prosocial and self-interested behavior 1 . This research has revealed important roles for the self and selfregulation processes in shaping our moral behaviors (Aquino, Freeman, Reed, Lim, & Felps, 2009;Blasi, 1983;Sachdeva, Iliev, & Medin, 2009;Zhong, Liljenquist, & Cain, 2009).Regretfully, this research has not yet resulted in an integrated model that informs us how self-related processes influence moral behavior. In fact, two distinct literatures seem to have developed independently. While both literatures rely on similar manipulations and measures of morality, they offer surprisingly opposite findings. On the one hand, a series of studies show that people with a salient self-concept as being a moral person disp...

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Lack of sleep and unethical conduct

Cited by 362 publications

References 67 publications

The Battle for Business Ethics: A Struggle Theory

The Battle for Business Ethics: A Struggle Theory

Business Ethics: The Promise of Neuroscience

Feel Good, Do-Good!? On Consistency and Compensation in Moral Self-Regulation

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