Team Ethical Cultures Within an Organization: A Differentiation Perspective on Their Existence and Relevance

Cabana, Guillem C.; Kaptein, Muel

doi:10.1007/s10551-019-04376-5

Cited by 27 publications

(26 citation statements)

References 94 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Future theory building could build bridges between shared team accountability and the formalistic or utilitarian ethical orientation of a team (Adler et al, 2021 ; Pearsall & Ellis, 2011 ), team ethical culture and climate (Cabana & Kaptein, 2019 ; Kim & Vandenberghe, 2020 ), and collective virtues such behavioral integrity (Palanski et al, 2011 ). Whether team accountability is a virtue or vice for a team likely depends upon what sort of team it is, and whether possessing this disposition makes it better or worse as that kind of group (Byerly & Byerly, 2016 ).…”

Section: Discussionmentioning

confidence: 99%

We Hold Ourselves Accountable: A Relational View of Team Accountability

2021

View full text Add to dashboard Cite

Accountability is of universal interest to the business ethics community, but the emphasis to date has been primarily at the level of the industry, organization, or key individuals. This paper unites concepts from relational and felt accountability and team dynamics to provide an initial explanatory framework that emphasizes the importance of social interactions to team accountability. We develop a measure of team accountability using participants in the USA and Europe and then use it to study a cohort of 65 teams of Irish business students over three months as they complete a complex simulation. Our hypotheses test the origins of team accountability and its effects on subsequent team performance and attitudinal states. Results indicate that initial team accountability is strongly related to team trust, commitment, efficacy, and identifying with the team emotionally. In established teams, accountability increases effort and willingness to continue to collaborate but did not significantly improve task performance in this investigation.

show abstract

Section: Discussionmentioning

confidence: 99%

We Hold Ourselves Accountable: A Relational View of Team Accountability

2021

View full text Add to dashboard Cite

show abstract

“…It is said that, organizational culture comprised of shared assumptions, values and behaviors at workplace (Cabana and Kaptein, 2019). “When employees believe that the organizations for which they work have strong ethical values, they appear to be more likely to engage in ethical behavior” (Valentine and Barnett, 2002).…”

Section: Discussionmentioning

confidence: 99%

Perceived ethics training and workplace behavior: the mediating role of perceived ethical culture

Kancharla

Dadhich

2020

EJTD

View full text Add to dashboard Cite

Purpose The purpose of this study is to examine the impact of ethics training (ET) on workplace behaviors. The study also aims to test the mediating effect of ethical culture (EC), on the relationship between ET and workplace behaviors. Design/methodology/approach An experimental model has been developed to address the problem statement. The success of ET intervention has been measured in terms of workplace behavior, which is evaluated by job satisfaction, employee commitment and intention to stay. The proposed research model is empirically tested by data collected from 175 mid-level managers in 30 Indian construction firms. Findings The results obtained from process macro showed partial mediation. Stronger perceptions of ET were associated with stronger perceptions of EC. EC is related to positive workplace behavior. Research limitations/implications The partial mediation suggests that there is a need for exploring other potential mediating variables through which ET interventions can succeed. Future research can investigate group-level variables such as team psychological safety, which can potentially explain the complete mediation. Practical implications The results suggest that ET interventions can be used to strengthen the EC in the firms. If the ET intervention is designed purely on the compliance orientation, it will impede the opportunities for long-term development. The focus should not be with the intent to observe ethical conduct. It should be more inclusive and value-oriented. Firms need to sensitize employees and train them on how to deal with ethical dilemmas. Employees are inclined to study in the firms exhibiting a strong EC. In the construction sector, where multiple projects are handled by employees with unique and niche skill sets, retainment of employees is very important. The human resource departments need to think of introducing ET interventions not only from the study of compliance adherence but also with the motive of retaining employees. Originality/value The ET literature seldom discussed long term benefits related to creating an EC. The study critiques the intent of human resource (HR) departments while designing an ET intervention. The ethics intervention is often designed with an intent to fulfill the compliance requirements. This study contrasts this intention and shows the importance of ET intervention to create the EC in the firm, which not only includes compliance requirements like code of conduct but also has a significant focus on sensitizing employees about ethical dilemmas and grey areas.

show abstract

“…Studies focusing on the former mainly apply theories such as Theory of Reasoned Action (TRA) ( Fishbein and Ajzen, 1975 ), Theory of Planned Behavior (TPB) ( Ajzen, 1991 ; Dewberry and Jackson, 2018 ), Four-component Analysis ( Rest, 1983 ), and Cognitive Moral Development Theory ( Treviño et al, 2006 ). They have already identified a range of important factors, e.g., ethical culture and moral identity ( Treviño et al, 2006 ; Moore et al, 2012 ; Watley, 2014 ; Metwally et al, 2019 ; Cabana and Kaptein, 2021 ) and tended to focus on using cognitive approaches to facilitate individuals’ moral development to determine how to judge, proceed, and solve ethical dilemmas. Informal ways (e.g., culture) take a long time to influence employee behaviors ( Moore et al, 2012 ; Warren et al, 2014 ).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Effective practices for improving service professionals’ ethical behaviors: A multiple method study

Yang

Lee

2022

Front. Psychol.

View full text Add to dashboard Cite

IntroductionEnhancing frontline professional service employees’ ethics has been an increasingly important issue for organizations in sustaining their reputation and long-term profitability. While many organizations have implemented general ethics programes such as ethics codes and ethical training, unethical scandals regularly still appear in many service organizations. This research offers new insights into the practices that can effectively enhance marketing practitioners’ ethical behaviors and the pertinent contextual factors that have a bearing on the effectiveness of ethics programes.MethodsIt uses a multi-method methodology to conduct two studies in the Chinese banking setting. Based on the rank of revenue and profitability published by Fortune magazine of year 2021, in Study 1, we choose five main Chinese banking organizations to conduct case studies to explore the framework of effective ethics programes of banks. In Study 2 we use the valid instruments from the literature to measure the involved constructs and employs data from randomly selected 146 frontline banking teams in five main Chinese banking organizations to examine the effectiveness of three specific ethics practices and ascertain the moderating role of role stress in such effectiveness.Results and discussionOur findings indicate the effective behavior control practices within organizations’ ethics programes and the implications of having a stressful workplace when adopting such practices. In addition, we integrate organizational concepts regarding behavior control and employee ethics, and use two empirical methods to systematically explore the effectiveness of ethics programes. This paper advances the management and marketing literature and has significant managerial implications for improving frontline service professionals’ ethical behaviors.

show abstract

Team Ethical Cultures Within an Organization: A Differentiation Perspective on Their Existence and Relevance

Cited by 27 publications

References 94 publications

We Hold Ourselves Accountable: A Relational View of Team Accountability

We Hold Ourselves Accountable: A Relational View of Team Accountability

Perceived ethics training and workplace behavior: the mediating role of perceived ethical culture

Effective practices for improving service professionals’ ethical behaviors: A multiple method study

Contact Info

Product

Resources

About